ASTUDYONTHECAREERDEVELOPMENTOF PERSONNEL BELOW OFFICER’s RANK (PBORs)

IN ARMY

Thesis Submitted to the Padmashree Dr. D. Y. Patil University, Department of Business Management in partial fulfillment of the requirements for the award of the Degree of DOCTOR OF PHILOSOPHY in BUSINESS MANAGEMENT Submitted by LT.COLONELB.K.SAXENA (Enrollment No. DYP – Ph. D - 66100024)

Research Guide Dr. R. GOPAL DIRECTOR,DEAN&HEADOFTHEDEPARTMENT

PADMASHREE DR. D.Y. PATIL UNIVERSITY, DEPARTMENT OF BUSINESS MANAGEMENT, Sector 4, Plot No. 10, CBD Belapur, Navi Mumbai – 400 614 June 2010 ASTUDYON THECAREER DEVELOPMENT OF PERSONNEL BELOW OFFICER’s RANK (PBORs) IN ARMY

I DECLARATION

I hereby declare that the thesis entitled “A Study On Career

Development OfPersonnel Below Officer‟s Rank (PBORs) In Army ” submitted for the Award of Doctor of Philosophy in Business

Management at the Padmashree Dr. D.Y. Patil University Department of

Business Management is my original work and the thesis has not formed the basis for the award of any degree, associate ship, fellowship or any other similar titles.

Place: Mumbai

Date: , 2010

Signature of the Signature of the Signature of the Guide Head of the Dept of the student CERTIFICATE

This is to certify that the thesis entitled “ A Study On the Career

Development Of Personnel Below Officer ‟s Rank (PBORs) In Army ”

and submitted by LT COLONEL B.K.SAXENA is a bonafide research

work for the award of the Doctor of Philosophy in Business Management

at the Padmashree Dr. D. Y. Patil University Department of Business

Management in partial fulfillment of the requirements fo r the award of the

Degree of Doctor of Philosophy in Business Management and that the

thesis has not formed the basis for the award previously of any degree,

diploma, associate ship, fellowship or any other similar title of any

University or Institution.

Also certified that the thesis represents an independent work on the part

of the candidate.

Place: Mumbai

Date: , 2010

Signature of the Signature of

Head of the department the Guide

I I ACKNOWLEDGEMENT

In the first place, I am indebted to the Padmashree Dr. D.Y. Patil

University Department of Business Management, which has accepted me for Doctorate program and provided me with an excellent opportunity to carry out the present research project.

I, with deep gratitude and respect, acknowledge the constant guidance and support received from my research guide Prof Dr. R.Gopal. He, with his pleasant and encouraging demeanor, made it possible for me to bring this research work to a fruitful end.

I also acknowledge Dr Manjrekar and Dr Monga for establishing an enabling environment to pursue advanced research program. My special thanks are due to Government of India, Indian Army , their units & establishments, my mentors cum colleagues from Army, especially

General Endley, Brig Atray, Brig Shekhawat, General Tandon, Col

.Bhatia, Col Jindal, Col Kapoor , Col Bajpai and many other officers and

Personnel Below Officers Ranks, who provided very useful inputs.

Thanks are due to Ms Nandita for providing me the technical support towards developing a model software for the PBORs. My sincere thanks are due to Prof Keshav Rae, Director ISCOM, Pune for his support during my research work. My deepest regards lie for my friend and

constant motivator Neelam - my wife, & my children Sumeet –

Deepshikha , Eva and Shivam, who have borne with fortitude and never faltered in my competence. Place : Date: Signature of the student

III PREFACE

The prime responsibility of the Indian Army is to safeguard the territorial integrity of the country against external aggression. Due to the country ‟s long borders encompassing different geographical and climatic conditions such as desert terrain on the west, snow -covered mountains in the north and thick rain fed mountainous jungles in the east, the Army has to constantly prepare itself for diverse chall enges. In addition, it is now very often that the Army is required to assist the civil administration during internal security disturbances and in the maintenance of law and order, organising relief operations during natural calamities like floods, earthqu akes and cyclones and in the maintenance of essential services. The pressure of internal strife on the

Army has increased manifold due to continuous deployment of its forces in intense counter insurgency operations in the areas of Jammu &

Kashmir and the North East parts of the country. To achieve these objectives, the Army has to be constantly modernised, suitably structured, equipped and trained.

The Army is one place where professional growth takes place at every step. Nowhere else does such phenomenal opportunity to constantly upgrade the skills is available. The high morale of the Indian Army personnel makes them ready and willing to face the challenge that face the nation across the borders. Indian Army is a great Indian institution, a blend of the best Indian

traditions to manage its vast human resource. Acquisition, development,

motivation and maintenance of human resources are the four major

aspects of Human Resource Management which would entail having the

Intake of officers and men most suited to the Army ‟s requirements;

Training them to a high pitch including inculcating Service ethos and

culture with an additional skill of developing an ability to handle

technologically advance weapons; Providing a leadership which

motivates them to fight to win and if needed, be prepared to make the

supreme sacrifice ; and finally, preparing them to hang up their uniform

with a sense of achievement , pride and honor.

The intake, will define the qualities and standards desired in the

personnel being recruited. Advancements in technology demand higher

levels of education, while the anticipated employment requires the ability

to withstand the stresses and strains of modern day warfare. Intake will

need to be a balanced mix of these traits. An ability to get this mix will

be a function of the attractiveness to the Service.

The developmental function, like Training aims at exploiting the latent

potential of each individual, ensuring the overall develop ment, thereby

optimizing their contribution to the Service and thereby gradually

preparing them for a smooth transition towards their retirement.

The effective Motivation with it‟s impact would show essentially that the

V characteristics and needs of each individual have been understood and taken care of. In the Army, this is essentially a function of leadership, which begins with a recognition that all the individuals are unique and thereby the motivation techniques must reflect the need of each individual. The factors which motivate a soldier are entirely different at the time of war. No amount of pay or perks can motivate a man to sacrifice his life. It is pride in the profession and in oneself, and faith in the leadership which are the key motivating factors. Development of leadership qualities and involvement of leaders with their command at each level is a prerequisite for motivation. For the Armed Forces to be

„Successful‟ the leaders have to aim at not only meeting the highest standards of excellence but also taking good care of their people.

Success is generated through this satisfaction of motivated people who give a commitment to succeed in their operational tasks..

Performance Appraisal and Career Counseling are inputs allowing an individual to know his career progression and meet his developmental needs. The former is also the main input of the organization for meeting its judgmental needs. It shall be quite evident that the quality of performance appraisal gets reflected directly indicating the level of motivation of the individual, and indirectly his faith in the system itself, based on his perceived accuracy towards the sele ction for promotion.

The satisfaction and pride with which soldiers ‟ transit from uniform to the next phase of their lives should always be a key point for the planners. Preparing them for such a transition and helping them in

VI resettlement should also be a part of their fundamental faith of the Army.

Unfortunately, this aspect has not been given its due importance. There exist a large number of gaps in their post retirement scenario.

Consequently, an attempt has been made to study the career development of PBORs in Army considering all these aspects.

VIII CONTENTS

SL.NO./ TITLE PAGE CHAPTER NO. NO. A Declaration i B Certificate Ii C Acknowledgement iii D Preface iv E Contents viii F List of Tables x G List of Figures xi H List of Abbreviations xii

I Executive Summary xvii

CHAPTERS

1 Introduction 1

2 Review of the Literature 31 3. Scope of the Study 50 4 Research Design and Methodology 57 5. Defence Forces 68 6 Indian Army : Comparison with the Global Armies 110

7 Important Avenues available for the Career 148 Development of PBORs

VIII 8 Identification Of the Skill Sets drawn By Army for the 157 Civil Jobs . 9 Role of Directorate of Sainik Welfare in rehabilitation 172 of PBORs 10 Data Findings and Testing of Hypotheses 191 11 Development of Model Software for Rehabilitation of 198 PBORs

12 Conclusion and Summary of Research 214

Annexure 225-324

X LIST OF TABLES

Table No. Title Page No. 1 Annexure 225 1 Bibliography 226 3.1 Questionnaire for self appraisal 247 4.2 Details of Sampling 249 5.6.1 Organisation Of Indian Army, Army HQ 250 To Brigade HQ Level 6.1 Comparison of Indian Army with some of the 255 Global Armies 8.8.1 Comparison of Army Trades and Civil 256 Trades

1 0.2A Test for Hypotheses: Region & Rank wise 260 1 0.4A Test for Objectives: Region & Rank wise 261 10.2B Analysis of Hypotheses by Region 262 10.3 Analysis of Hypotheses by Rank 293 12.9.1 Restructured HQ DG Resettlement 323-324

X LIST OF FIGURES

Figure No. Title Page No. 11.5.3 Sequence diagram 205 11.6.2 Use case diagram 207 11.6.4 Use case diagram -1 209 11.6.4 Use case diagram -2 210 11.6.4 Use case diagram - 3 211

XI LIST OF ABBREVIATIONS

AEC Army Education Corps AD Air Defence AFC Harrogate Army Foundation College at Harrogate, U.K. AG Adjutant General AMC Army Medical Corps AOC Army Ordnance Corps APA Army Placenebt Agency ARMD Armoured ARTY Artillery ASC Army Service Corps ASVAB Armed Service Vocational Aptitude Battery ATC Pilbright Army Training College Pilbright UK ATR Army Training Regiment UK ATR Bassingbourn Army Training Regiment Bassingbourn UK ATR Winchester Army Training Regiment Winchester UK BRIG Brigade BRO Branch Recruitment Office BSF Border Security Force CAFS Chief if Air Force Staff C-in- C Commander-in-Chief CBO Congressional Budget Office US CEO Chief Executive Officer CGS Chief of General Staff CIC Combat Infantryman‟s Course UK CISF Central Industrial Security Force CLM Command Leadership and Management

XIII CLS Chief of Logistics Staff CMP Corps of Military Police CNS Chief of Naval Staff CO Commanding Officer COAS Chief of Army Staff

Colour Service Minimum qualifying service of PBORs to become eligible for the pensionary benefits. It shall mean 7 years of Active Service and Eight years of Reserve Liability to serve the nation on call.

COMD Command

CRPF Central Reserve Police Force DAVP : Directorate of Audio Visual Publicity DGR Director General of Resettlement DIV Division DPE Department of public enterprise DYPDBM Padmashree Dr.D. Y. Patil University

Department Of Business Management

E-in-C Engineer-in-Chief EME Electrical & Mechanical Engineering ENGR Engineer ESM Ex-servicemen ETS Education and Training Services GCSE General Cadet Secondary Education UK GHQ General Head Quarters HNC Higher Navigation Course HR Human Resources HRM Human Resource Management

XIII IGT&E Inspector General of Training & Evaluation INF Infantary IRTG Initial Training Group UK ITC Infantry Training Centre UK JAG Judge Advocate General

JCOs Junior Commissioned Officers; Personnel

promoted from the PBORs of the level of

Naib Subedar,Subedar and Subedar

Majors.

MES Military Engineering Services MS Military Secretary MTF Military Treatment Facility MTN Mountain NATO North Atlantic Treaty Organisation

NCOs Non Commissioned Officers; Personnel of

the Rank of Havaldar, Naik and Lance

Naik

NYVQ A type of Course for men

PBORS Personnel below Officers Ranks

PCM Primary Care Managers PSO Principal Staff Officer PSU Public Sector Undertaking QMG Quarter Master General Reserve Liability: The duration for which the PBORs remain on the Reservist list for being called in to join Army Support Services during any emergencies or war.

RLC Royal Logistics Corps UK RR Rashtriya Rifles

RSB Rajya Sainik Board

RVC Remount and Veterinary Corps SGLI Service Members Group Life Insurance SGT Sergeant SPSS Statistical Predictive Software System SSCOs Short Service Commissioned Officers TA Territorial Army

TTR Teeth to tail ratio i.e. Number of soldiers in

the fighting arms ( Infantry, Armoured

Corps etc.) to the no of soldiers in the

supporting arms (Army Ordnance

Corps, Army Supply Corps etc.)

UK United Kingdom UN United Nations US United States UT Union Territories VCO Viceroy‟s Commissioned Officers ZRO Zonal Recruitment Office ZSB Zila Sainik Board

XV EXECUTIVE SUMMARY

Modern India is facing a situation which calls for a paradigm shift due to the geo-political and military scenario, a vibrant economy, glo balization, rapid advancements in technology, a deluge of data and information, and most importantly, a flourishing private sector. All these have a significant impact on 'human resource'. The developments in all fields mean, moving ahead rapidly in a society of „knowledge workers” i.e. in the case of Armed Forces, from a 'raw force' to a 'brain force'.

Transformation is a prime necessity in Service conditions, training and education, styles of leadership, working systems and management. At the core of all this, there is an increasing realization that 'people' are the most valuable asset in a modern society, and the exploitation of the full potential will provide the cutting edge and the 'Winning Ways'. With all the organizations hunting for the best, talent will be at a premium, attracting, retaining and motivating which will remain a constant challenge for the Army. If all the policies towards the selection system, training and development, appraisal, leadership, organizational climate and people oriented policies with transparency they remain in place, it will help in meeting the present day challenges, which the Indian Army is facing at large.

Since the avenues have opened out to the future generations in our

current booming economy, fewer people are choos ing armed forces as

XVIII their profession especially as officers, and the same is true even for the

Personnel Below the Officers Ranks (PBORs). Those who opt for this career, either are experimenting or were left with l ittle options in the otherwise competitive scenario of employment .

Although the situation may still not be so grim, there is definitely a yawning gap between the demand and supply of officer cadre in the

Armed Forces and the same is getting reflected in t he case of PBORs also. Some deficiency has always been there; it might only become acute if adequate steps are not taken to carry out the corrective actions.

It is also pertinent to mention here that there is a definitely a need to identify the potential of PBORs to have a smooth career development of these personnel.

It is a known fact that most professionals leave an organization due to lack of career growth. Active career development initiatives by the organization are key retention tool to keep the best talent within its fold.

From the employees‟ point of view career development initiatives gives them a clear focus about their career track, the blind spots that they have to overcome and the final goal to be reached. This focused approach works to their advantage from their everyday work to long - term aspirations.

XVIII These career development efforts bring into focus high potential candidates who can be groomed for greater responsibilities in the future by way of :

Creating opportunities for the employees in the organization. Employee-friendly work environment with high learning curve and leadership mentoring.

Understanding broad corporate goals as well as industry

requirements and aligning the career development initiatives.

Creating friendly work culture and transparent environment for

better career growth.

Salary growth and benefits to match the role specific r equirement and ability to perform as per the job requirement.

Following the common career development initiatives by way of

Awarding promotion

Imparting Training

Job rotation

Job enlargement

Succession planning

Mentoring

Assessment and development centres

This study uses extensive Primary and the secondary data to understand

the development of career and the aspirations of PBORs. The role of the

XVIII government policies and their impact on the career development of

PBORs, also has been studied extensively. The hypotheses are empirically examined through primary data collection, which includes personal interviews with senior army officers of various units and formations , and subsequently testing the hypotheses with the help of

SPSS software.

The analysis of the data has been carried out in two categories; Region wise i.e. the six operational commands of the army distributed in various regions; and Rank wise i.e. the personnel who were subjected to these tests were of three categories, namely, Junior Commissioned Officers

(JCOs), Havaldars and the personnel below the rank of Havaldars i.e.

Naiks, Lance Naiks and Sepoys. The data analysis has also been carried out to test the hypotheses and the Objectives, which were also subjected to such tests based upon the a range of questions from the questionnaire, to which the PBORs were subjected to. Some salient points supporting the hypotheses and the objectives have exhibited that after carrying out the chi square tests and the analysis of the data , in most of the cases , the Null hypotheses has been found to be true.

Only in some odd cases, the alternate hypotheses had to be taken in to account.

Research envisages the necessity on part of the government to bring out

total reforms and change of the mind set in solving the problems being

XX faced by a very large number of highly trained man power which is left under utilized . Bringing out a legislation and confirming the employment to the PBORs up to the age of sixty years of age, by way of providing them an alternative employment in Public / Private sector, has been dwelled at a very large length.

The research study contains software development model, their developmental graphs, use case diagrams, sequence diagrams, images, tables , analyses of the hypotheses, Chi square testing charts, diagrams and many more applications. Statistical treatment to the data was completed using the SPSS Version 11. These tools could be useful for decision makers in the government and in the Industry to formula te a joint policy to address the difficulties being faced by the PBORs in molding themselves to a suitable and honorable career after they finish their engagement with the Army so that this immensely trained human resource does not go as a waste in the history.

A thorough study regarding the terms of engagement of PBORs clearly indicates about various aspects of the Army service, but if these terms are reviewed critically, then it shall be found that there is no provision for a full length career for a PBOR serving in Army. At the early age of

35 to 37 years, in his prime of the youth, he gets retired from the Army service. Need to explore the ways and means to provide them ample opportunities to get a full time career after their retirement by way of

XX Lateral Absorption in Para military forces like Border Security Force

(BSF), Central Reserve Police Force(CRPF), Rashtriya Rifles (RR),

Central Industrial Security Force(CISF) etc. has been discussed in de tail.

Having acquired the requisite qualification and the experience, their absorption in the Industry, Government employment, Army Housing or other Projects and other On The Job Training opportunities would certainly ease out the problem. The ties with the Industry should be strengthened so that the proper equivalent trades for the PBORs with their matching qualifications can be identified. There can be a proper interface with the industry of the retiring PBORs so that the required skills suitable to the industry, may be sharpened. This action would entail the proper identification of the trades, and expertise which is available in the Army could be utilized to the maximum benefit of the industry as well as for the PBORs. Apart from this, if resettlement of retired Service personnel is made an important part of the Army ‟s personnel management strategy, then the support of projects within the

Army itself will provide a gainful employment, along with an effective utilization of the expertise acquired by the PBORs, which certainly will help the society. The study also envisages the enormous benefits foreseen in reverting to the old system of seven years of Color Service and eight years of Reserve Service for the soldiers.

The main advantages are;

Youthful profile and , hence, better fighting capabilities

XXIII Considerable reduction in expenditure on pay and allowances, thus,

Releasing money for modernization of Army and improvement in

hygiene

factor towards the living facilities provided to the troops. Much lower pension bill, Improved promotion prospectus; & Decrease

in pressure for family accommodation as well as education Facilities

for children, which currently pose major problems.

Restructuring of Director General Resettlement (DGR) has been considered. As one is aware that DGR is a tri -Service organization, which to be improved. One of the main reasons for its ineffectiveness is the bureaucratic control of the Ministry of Defecne (MOD) ove r it. For it to be effective, it should function independently of the civilian bureaucracy and it has to be strengthened. It should have a full - fledged

„ Department of Ex-Servicemen Affairs‟ with the Director General having the status and power of a Secretary to the Government of India.

This officer would be equivalent to an Army Commander and the office would be held in rotation by officers from the three Defence Services. A

Minister of state should be MOD to look after this Department. This

Department should have subordinate organizations in State Capitals with a status equivalent to Departments in the State Governments.

Therefore, the infrastructure available presently is in terms of the

Director General of Resettlement needs to be restructured.

XXIII Legislation for Lateral Absorption of PBORs is another point which needs a careful consideration. Keeping in view the prevalent conditions of the PBORs after their retirement, there is a dire necessity to bring a legislation so as to provide lateral absorption to ex -servicemen in the para military organizations like BSF,CRPF,RR,CISF etc. In this manner, a highly trained and devoted manpower will be put for the fruitful purpose and they shall become the pillers for the national building.

A new thought process needs to be introduced for the over all Nation building i.e. introduction of National Service for Defence. To impart a full time career to the defence personnel, National Service for Defence is a necessity. In addition to the changes to the terms and conditions of service, another option which is likely to ease out the problem is the

National Service for Defence. It would also be an effective way of implementing a manning system in the Army comprising of full - life careerists and the balance short tenure military men.

A report by Brig K.P.Singh Deo Committee & Establishment Of Ex -

Servicemen Commission was given to the union cabinet for enacting

National Resettlement Act . Some of the salient aspects of this repor t are good and deserve a consideration for the possible implementation. A lot can be achieved if adequate will and determination is shown, by the

XXIII Government as well as by the Army. But, lack of will shown by the

Government is evident from the fact that no action has been taken even on the recommendations of the high powered Committee of 1984, whose Chairman was Shri K. P. Singh Deo, the then Minister of State for

Defence , in charge of personnel matters of the Defence Services.

INTRODUCTION

1 CHAPTER 1

INTRODUCTION

1.1.1 It is well known that leadership in the Armed Forces has played the most important and pivotal role in all its achievements which are the milestones down the history. Today when we do an introspection of day to day functioning of our units and formations, there are certain voids in this important ladder, which is a great cause of concern.

1.1.2 Since the avenues have open out to the future generations in our current booming economy, fewer people are choosing armed forces as their profession especially as officers, and the is getting true even for the

Personnel Below the Officers Ranks (PBORs). Those who do, either are experimenting or were left with little options otherwise in the competitive scenario existing in the education field or in scope of employment elsewhere. Although the situation may still not be so grim, there is definitely a yawning gap between the demand and supply of officer cadre in the Armed Forces and the same is getting reflected in the case of PBORs also. Some deficiency has always been there; it might only become acute if adequate steps are not taken to do a corrective action. It is also pertinent to mention here that there is a definitely a need to identify the potential of personnel within the PBORs to have a smooth career development of these personnel.

2 1.1.3 The employment infrastructure of the Army broadly, have three groups namely, the General Duties, Skilled groups and Highly Skilled or technician groups. In Army , the General Duties group comprises of the combat categories of armoured corps, mechanized infantry, artillery, corps of engineers, infantry and some categories of the corps of signals. The Skilled group comprises operator categories of various types of equipments mostly in the combat support and l ogistic units. The mechanics and technical categories are included in highly skilled or technical groups.

1.1.4 The educational standard at recruitment, training period and the period of engagement is graduated upwards from the General Duties group to the Highly Skilled group. The training period varies from about a year or so at the lowest level to about two and a half to three years at the highest level of knowledge and skill.

1.2 IMPORTANCEANDSPECIALSIGNIFICANCEOFTHEPROPOSED STUDY.

1.2.1 In the pre-1965 era, Jawans in the General Duties categories were engaged for seven Years of „color service‟ with eight years

of „reserve‟ liability. Skilled categories are engaged for 10 years and

Highly Skilled are engaged for 12 and 18 years. Barr ing Junior

Commissioned Officers (JCOs) and the Non-Commissioned Officers

(NCOs) , the age profile of combat units was between 18 and 25 years and those of

3 Combat Support and Technical Services and Logistic Services units were comparatively more.

1.2.2 This kind of enthusiastic young age profile pervaded the entire

Defence Services to get a job after release from the Army, Navy or Air

Force, was comparatively less difficult since trained manpower between the ages of 25 and 30 was more acceptable in the employment market. The active service of the three groups, as defined, was changed to 10, 12, and 18 years, respectively in the post

1965 period to 15, 15 and 18 years and to 17, 17 and 20 years, after 1976 onwards. The effects of this upward revision of active service will next be discussed in detail.

1.2.3 The increased color services period has had three serious effects on the Army. These are given as under :

(a) The effect on the combat and combat support elements of the

Army; the creation of a re -settlement problem of sizeable magnitude; and an ever-increasing pensioner burden without giving adequate sustenance to the pensioners who cannot be resettled in a second career.

(b) Age profile has a direct bearing on the combat - effectiveness of combat and Combat support units. The combat effectiveness of such units depends, large extent, on leadership as well as the combat

4 skills, physical fitness and the mental attitude of the soldiers. If a high quality of leadership is assumed, it could be considered as a constant and the variables then would be combat skills, physical fitness and mental attitude.

(c ) In the General Duties categories , all these variables could be developed to a high pitch in a comparatively short period of a year or so with good induction training at Regimental Training

Centres. Subsequently, these qualities improve gradually and remain at a high level for a few years.

(d) The age profile of combat and combat support units during 1985 was 40 per cent below 25 years, 30 per cent between 25 and 30 and another 30 per cent between 30 and 35 years of age. In all probability, the age profile at present is even more inclined towards higher age groups after full absorption of the Second Cadre Review up gradations.

(e) W it h this sort of age profile, in difficult situations, it is possible that the 60 per cent of the rank and file which is past the peak of the required mental attitude and wants to play safe may act as a brake on the live 40 per cent.

(f) Therefore, at least two of the three variable factors of combat effectiveness show a declining trend, the alarming aspect being the

5 decline in mental attitude. It may be appreciated that premature release is granted to only about a one third to a half of the number of soldiers who apply for such discharge from service.

(g) Another effect is the problem of resettling soldiers who stay in service till retirement. The average of normal wastage during the five years from 1980 -81 to 1984-85 was 28,196. In additio n to this, a proportion of average casual wastage would also be seeking employment in civil agencies. Assuming that about 50 per cent of the average casual wastage of about 9,000 would also be entering the job market . Approximately 37,000 ex -soldiers have to be resettled every year. The major proportion, about 67 per cent, of these soldiers belong to the General Duties and Skilled categories who do not have any worthwhile marketable skills. Approximately

75 per cent of these are of ages 35 and above.

(h) Civil agencies, governmental or non -governmental, are reluctant to absorb them because of age and also lack of required skills. Besides the two unattractive factors of age and lack of skills, a third adverse factor in providing employment is the expectati on of such soldiers to get re-employment in outside organizations at levels equivalent to length of service and rank at retirement and their inability to adjust quickly to the civilian environment.

6 (i) Further, such soldiers also show a marked inclination for service in their home states and near their homes. It is quite obvious that , it has not been possible to provide re -employment to a large proportion of soldiers who retire from service every ye ar.

(k) The core issue is that an ex -soldier with the current terms of engagement has to be provided a second regular employment for a period ranging from about 18 to 23 years at entry the age ranging between 40 and 35. This is a difficult proposition in a ny democratic society, particularly one in which high levels of unemployment exist. This aspect of the current color service engagement of 17 and 20 years needs to be taken care in a more deliberate manner.

1.3 OBJECTIVE OF THE STUDY

1.3.1 To identify effective strategies for Career Development of PBORs in

Army.

1.3.2 To examine effectiveness of various educational qualifications acquired by PBORs while in service vis-à-vis their effectiveness in getting employments after they retire.

1.3.3 To analyze the impact of government policies on their career development.

7 1.3.4 To trace the dynamic changes in their educational and training system so as to give an edge in their Combat role as well as in the Civil

Career after their retirement.

1.4 LIMITATIONSOFTHESTUDY

The study has been restricted only to Army. It might be useful to center this study to other organs of the Military Organi zations like Navy & Air

Force.

1.5 RESPONSIBILITY OF THE ARMY

1.5.1 The basic responsibility of the Army is to safeguard the territorial integrity of the nation against the external aggres sion. Due to country‟s long borders encompassing different geographical and climatic conditions such as dessert terrain on the west, snow clad mountains in the north and the thick rain fed mountainous jungle terrain in the east, the Army has to prepare constantly for diverse challenges. In addition, the Army is often required to assist the civil administration during the internal security disturbances , in organizing law and order and in maintenance services etc during any other eventualities.

8 1.6 ORGANIZATION OF THE INDIAN ARMY

(A panoramic image of all the Infantry Regiments which currently serve in the Indian Army)

1.6.1 The army numbers about more than one million personnel and fields

34 divisions. Designed primarily to defend the country ‟s frontiers, the army has become heavily committed to internal security duties in Kashmir and the North-East.

1.6.2 In 1994 the army had approximately 940,000 men and women in its ranks and more than 36,000 in reserve forces. The army is headquartered in

New Delhi and is under the direction of the chief of the army staff, always a full general. The chief of the army staff is assiste d by a vice chief, two deputy chiefs, a military secretary, and the heads of four main staff divisions: the adjutant general, the quartermaster general, the master general of ordnance, and the engineer in chief.

9 1.6.3 In 2002 the Indian Army had 980,000 active troops, along with an

Army Reserve consisting of: 300,000 first line troops (those within five years of full time service), and another 500,000 second line troops (su bject to recall to service until 50 years of age). The Territorial Army numbered

40,000 first line troops (and 160,000 second line troops). In 1994 the army had approximately 940,000 men and women on active duty, and another

36,000 in the Territorial Army. As of 1998 the Army had a sanctioned troop strength of 1,045,000, but there was a shortage of about 59,000 troops. At the beginning of World War II there were 170,000 soldiers in the Indian

Army all regulars, but by June of 1948 there were 2,000,000. This was the reason British Officers were needed to help train and form new units. Each

Battalion needed eight British Officers to take command, as all the lower ranks were manned by Indian Viceroy Commissioned Officers, and NCOs.

1.6.4 The army is headquartered in New Delhi and is under the direction of the chief of the army staff, always a full general. The chief of the army staff is assisted by a vice chief, two deputy chiefs, a military secretary, and the heads of four main staff divisions: the adjutant general, the quartermaster general, the master general of ordnance, and the engineer in chief.

1.6.5 The Army consists of a number of arms and services. These are:

Armoured Corps, Regiment of Artillery, Corps of Engineers, Corps of

Signals, Mechanised Infantry, Infantry, Army Service Corps, Military

Nursing Service, Army Medical Corps, Army Dental Corps, Army Ordnance

10 Corps, Corps of Electrical and Mechanical Engineers, Remount and

Veterinary Corps, Military Farms Service, Army Education Corps,

Intelligence Corps, Corps of Military Police, Judge Advocate General

Department, Army Physical Training Corps, Pioneer Corps, Army Postal

Service Corps and Defence Security Corps. In addition, the Army has its own Recruiting Organization, Record Offices, Depots, Boys Establishments and Selection Centers and training institutions. These units are organized in twelve corps-level formations. The army has six tactical area commands: the Northern Command headquartered at Udhampur in Jammu and

Kashmir, the Western Command headquartered at Chandimandir in

Chandigarh, the Central Command headquartered at Lucknow in Uttar

Pradesh, the Eastern Command headquartered at Calcutta, the Southern

Command headquartered at Pune in Maharashtra, and the South Western

Command headquartered at Jaipur in Rajasthan. Each command is headed by a lieutenant general.

1.6.6 In the Indian context, Command Headquarter can b e like a Field Army or even an Army Group Headquarter with a General Officer Commanding - in-Chief presiding over matters in the rank of a (three -star) Lieutenant

General. Next in the line are the Corps Headquarters, which are Field Army

Headquarters elsewhere. The Indian Army‟s combat formations are now grouped and tailored under many such Corps Headquarters (with some forces being retained under static Area Commands). As with the American

11 Army, all Corps have numerical designations. They also have names, by which they are more commonly known. These names may derive from the city in which they are headquartered [XVI Corps / Nagrota Corps], or they may be evocative [IV Corps is Gajraj Corps, meaning “King Elephant.”

1.6.7 The field force is grouped into Corps. Some of these are defensively oriented and have, over the years, acquired an unofficial – „Holding‟. The others are called reserve or, unofficially again, „Strike‟ Corps. The former is really a misnomer since these contain ample offensive potential. Corps

Headquarters are designed to. Handle an all-arms field army- of three to five divisions or their equivalents. Army Headquarters reserves could be mammoth-size or small, but powerful in either case. Heavy-tracked-Corps are an instance of the former, and the three parachute commandos

(battalion-size units), which perform special forces duties, of the latter.

Airborne, Air Assault or Parachute troops are usually held centralized. The mounts‟, in all cases, are provided by the Indian Air Force.

The Division and Independent Brigade Group are the lowest (or the highest, depending on the viewpoint) individual formations. They integrate in themselves all arms and services for sustained independent operations.

There is great flexibility in their force mix, and in „grouping for tasks‟.

Brigade (regiment in some armies) size combined -arms groups can be shed or added on at will. Standard Tables of Organization and Equipment do exist, but these are taken lightly for accounting purposes only.

12 Divisions and independent brigade groups are designated by function, terrain of operation, or by their equipment mix.

1.6.8 The Army has in its Order of Battle, mountain divisions, infantry divisions, armoured divisions (in which tank units predominate) and mechanized divisions (in which mechanized infantry units predominat e).

An Infantry Division typically has about 15,500 combat troops, with 8,000 support elements (Artillery, Engineers, etc). It consists of 3 to 5 Infantry

Brigades, an Armoured Regiment and an Artillery Brigade. A Brigade is commanded by a Brigadier, and an Infantary Brigade consists of three

Infantry Battalions. A regiment can be a type of battalion (eg.In the

Artillery/Engineers) or a grouping of a number of battalions of the same type (eg. The Rajput Regiment). The approximate strength of an infantry battalion, commanded by a Colonel, may be taken as 900 -1,000 personnel.

A battalion may consist of three to four companies, and may be commanded by a Lieutenant Colonel or a Colonel. A company normally consists of 100-1 20 men and is commanded by a Major.

1.6.9 Independent brigade groups, as the name suggests, are vested with limited capability to carry out an independent mission. Independent brigade groups or independent brigade-sized formations may be armoured, mechanized, air defence (missile or gun), pa rachute, engineer, field artillery, electronic warfare or even standard infantry and mountain. These form „Corps/Army troops‟, that is, they are held at Corps and Army levels

13 for balancing out missions and task forces. At these levels, one would find heavy logistic support units in terms of supply, transport, field ordnance depots, and medical facilities.

1.6.10 An extensive body of schools and centers supports army operations. The officer corps is largely drawn from the National Defence

Academy at Khadakvasla, Maharashtra, a joint services training institution that provides educational equivalents to the bachelor of arts or bachelor of science degrees to cadets for all three service arms. Cadets spend their first three years at the National Defence Academy and then are sent to their respective service academies for further training before being commissioned in the armed forces. A preparatory school, the Rashtriya

Indian Military College, at Dehra Dun, Uttar Pradesh, provides education to candidates for the National Defence Academy. After completing their studies at the National Defence Academy, army cadets are sent to the

Indian Military Academy at Dehra Dun. Other Indian Military Academy cadets are graduates of the Army Cadet College or are direct -entry students who have qualified by passing the Union Public Service

Commission Examination. They spend between twelve and twenty -four months at the Indian Military Academy before being commissi oned in the army as second lieutenants. Still other officer training occurs at the

Officers‟ Training Academy in Madras, Tamil Nadu, where a forty -four- week

14 session is offered to university graduates seeking a short-service commission.

1.6.11 In addition to the Indian Military Academy, the army runs a number of military education establishments. The more prominent ones include the

College of Combat at Mhow, Madhya Pradesh; the High Altitude Warfare

School at Gulmarg, Jammu and Kashmir; and the Counter -Insurgency and

Jungle Warfare School at Vairengte, Mizoram. The army also operates the

Defence Services Staff College at Wellington in the Nilgiri Hills in Tamil

Nadu, which provides master of science-level joint-service training for mid- level staff appointments and promotes inter service cooperation.

1.6.12 In 1994 it was reported that there were 200 women in the armed forces. In the army, which employs women as physicians and nurses, the participation of women is small but growing. The Indian Military Nursing

Service was formed in 1926 and has eight nursing schools (five army, two navy, and one air force) and one nursing college in Pune. Bachelor of science graduates are commissioned as lieutenants in t he Medical Nursing

Service and attached to the various components of the armed forces.

Ranks as high as colonel can be attained by career officers. In the mid -

1990s, a small but increasing number of women officers were being assigned to nonmedical service s. In 1994, there were fifty women nonmedical army officers and another twenty -five in training. They are

15 university graduates who have been put through rigorous training and are reported to be eager for combat unit assignments.

1.6.13 Besides, „officers‟ in the Indian army parlance refers solely to the commissioned officers, not to the non-commissioned officers (NCO) and junior commissioned officers (JCO). The JCO is a rank unique to the sub- continental armies and a legacy of the British army; they were then called the Viceroy commissioned officers (VCO) and acted as a conduit between the British officers and Indian soldiers. There was no direct recruitment as a VCO. A recruit would become a VCO only by promotion and acted as a village or family elder. The units and regiments were clannish, more like an extended family or a village society, and the authority of the VCO flew largely from social, communal and filial obligations rather than from any official authority invested in him. The concept of the authority of the current JCO has not been redefined in the last 60 years, while the civil society, recruitment patterns and the organizational requirements have undergone a sea change.

1.6.14 At the first instance, it seems to be an issue extraneous to the debate on shortage of officers. However, it is nonplussing that with the shortages likely to stay and unlikely to be made up in the short term, the obvious answer to look within the organization was never explored fully.

The role and authority of the NCO in the US! French! Israeli armies should have been adapted for the JCO in the Indian army. This would have not

16 only taken a lot of burden off the shoulders of the over-worked officers but would have also brought down the organization of officers in the long run, especially at junior levels.

17 ARMS & SERVICES

1.7.1 The Arms cover those troops which carry out actual operations. They consist of Infantry ( Including Airborne and mechanized),

Armoured (Main Battle Tank) Mechanised Infantary

Aviation (MI-8 Helicopter) Artillery, (Pinnaca Rocket Launcher)

Air Defence Artillery (Agni-II - Engineers (Mine Protected

Vehicle) Intermediate range ballistic missile),

18 Signals. ( Satellite Communication System)

1.7.2 These Arms and the Services are organized into unit s and sub-units at various echelons of commands. The Army troops are organized into two main categories, namely the Arms and the Services. The

Arms consist of the Armoured Corps, the Infantry, the Artillery, the

Engineers, the Signals and more recently, the Air Defence Corps and the

Aviation Corps, both of which originate from the Artillery. The Armoured

Corps and Infantry are called Fighting Arms. The Artillery, Engineers,

Signals, Air Defence Corps, and Aviation Corps are called Supporting

Arms, as they support the Fighting Arms in the field. Those troops that provide the logistical support to the Arms are called Services. These are the Army Service Corps (ASC), Army Ordnance Corps (AOC), Corps of

Electrical and Mechanical Engineers (EME) and Army Medical Corps (AMC).

The Teeth-to-Tail (TTR) ratio is the number of soldiers in the fighting arms

(Infantry, Armoured Corps, etc.) to the number of soldiers in the supporting arms (Army Service Corps, Army Ordnance Corps , etc). It is considered to be a barometer of efficiency & automation.

19 1.7.3 Officers, and PBORs are inducted into the Army and trained in a particular Arm or Service, and they continue to serve in the same Arm or

Service throughout their careers. However, basic military training in handling and use of personal weapons and small arms, and physical performance and fitness is the same irrespective of the Arm or Service. The sub-units, units and formations of each of the Arms and Services are organized and equipped to carry out their role in battle. The Fighting Arms

(Armoured Corps and Infantry) engage the enemy in actual combat. The

Artillery provides the supporting artillery fire. The Engineers provide the mobility to the Fighting Arms (e.g., mine clearing, bridges, obstacle clearance, bunker demolition) while denying mobility to the enemy (e.g., mine laying, demolitions, obstacle construction). The Signals provide physical dispatch of messages and line and wireless communication. The

Air Defence Corps provides support against enemy air attack. And the

Aviation Corps provides aerial reconnaissance and Aerial Observation

Posts, besides providing rapid mobility to Commanders in the field.

1.7.4 The Army Service Corps forms an integral part of the fine and proven weapon of war of the Indian Army. The corps constitutes that branch of the army which is the most intimately conc erned with planning and execution of logistics support for the fighting formations. ASC is primarily responsible for provisioning, procurement and distribution of supplies, transport, Fuel Oils And Lubricants (FOL), hygiene chemicals and miscellaneous items to Army, Air Force and where required to Navy and

20 other Para Military forces and the Air despatch. The operation of mechanical transport except first line transport and the provision and operation of animal transport is also one of the major responsibilities of the

ASC. The directorate general of supplies and transport, which is the apex organization of ASC, is a major nodal point for army budget expenditure.

The provisioning and training of clerks and catering staff for whole army are also the responsibilities of ASC.

1.7.5 The AOC is responsible for procurement, storage and distribution of weapon systems, weapons, munitions, vehicles, equipment and clothing.

The logistics function of the Army Ordnance Corps involves the mechanics of provisioning and procuring of all stores required to raise and maintain an efficient and effective fighting army. The aim is to make available all kinds of stores to all units of the army at the right time, in right quantity, at the right place and right cost. The inventory range covers every conceivable requirement of the soldier from clothing to weapons, from a needle to a tank and also all munitions except fuel, fodder and medici nes.

The inventory management functions involve provisioning, procurement, receipt, accounting, storage, issue, transportation and disposal of all clothing, equipment, weapons, vehicles, ammunition and spares of all kinds.

21 1.7.6 AMMUNITION MANAGEMENT AT HIGH ALTITUDE

It is no mean feat to manage one of the largest and the most complex logistics effort in the world. The effort involves; major/minor repair of all munitions and missiles, static and dynamic proo f of ammunition and explosives, Disposal and demolition of unserviceable/dangerous munitions and explosives.

1.7.7 STORES PROCUREMENT Army ordnance corps procures it‟s wide range of stores mainly from ordnance factories and public sector undertakings. However it taps civil industry and market for a large range of low tech general stores, clothing and automobile spare parts. The corporate world is a strong partner of defence services in material support.

For supply of stores to the army, the registration with director general of supplies and disposal / director general of quality assurance / ordnance depots is the first step.

1.7.8 The EME repairs and maintains all major and minor electrical, electronic and mechanical devices that the Army uses. The role of Corps of

Electrical & Mechanical Engineers [EME] is to achieve and maintain the operational fitness of electrical, mechanical, electronic and optical equipment of the Army. The Electrical and Mechanical Engineers who light to factory-level repairs to everything the Army uses. With their forward repair teams based on customized armoured vehicles, they function within a battlefield, recovering equipment casualties from their point of collapse.

22 Back at base workshop, they strip and rebuild anything that the Army owns be it fighting vehicles, electronics, or data processing equipment. The history of the Corps, born in 1943, is indeed glorious. Over the decades, the Corps has, with remarkable speed, welded itself into a fine and efficient organization. It is imbued with requisite zeal and determination to overcome, if necessary by improvisation, all the impediments it faces in the rapidly changing technological environment. The efficacy with which a n organisation performs its role is dependent to a large degree upon the sense of union developed amongst its elements – the esprit de corps. The

Corps is responsible for providing engineering support to the army equipment ranging from light vehicles to tanks, guns, missiles, radars, computers, helicopters, communication equipment, night vision devices, simulators and so on during war and peace. Over the years there has been phenomenal rise in the sophistication, q uantum and variety of military hardware. The Corps has effectively met the challenges arising from the proliferation of such multi-disciplinary high technology military hardware through continuous evolution of its engineering support system.

1.7.9 The three basic needs, to achieve full potential in battle , are – leadership, equipment and training. Wars involve the employment of a great deal of modern and sophisticated equipment and the EME plays a major role in assisting the Army‟s posture of operational preparedness and combat effectiveness to win any war. If combat arms are the teeth of the

Army then EME has a vital function of keeping them sharp. Through the

23 war and the many operations that the Indian Army undertook over the past five decades, the Corps has proven itself as a first class repair, recovery and in many cases as a design and development organization. It is actively involved in counter insurgency operations both in J & K and in North -East.

1.7.10 And the AMC provides medical and hospital cover for the entire

Army. The Army Medical Corps came into existence as a homogeneous corps of officers and men on the pattern of the Royal Army Medical Corps on 03 Apr 1943 by the amalgamation of the India n Medical Service, the

Indian Medical Department and the Indian Hospital Corps. The Corps was formed as a wartime necessity for attracting suitably qualified men for service in a rapidly expanding army. The idea of re -organising the medical services into a separate Medical Corps exclusively for the Defence

Services was first conceived in 1939 with the out break of World War II and with the formation of Indian Army Medical Corps in 1943.

1.7.11 A continuous and systematic up gradation of training is conducte d for the para medical staff to ensure career prospects and rehabilitation in civil after retirement. The other ranks are given adequate opportunities to be selected as officers through Army Cadet College, Indian Military

Academy. The JCOs and other ranks are also given opportunities to be commissioned in the AMC (Non-Technical) cadre through the Service

Selection Board.

24 1.7.12 The rapid technical changes in the past two decades and the commitments of the Corps to provide a cradle -to-grave service have necessitated diversification in the fields hitherto unexplored in many military medical services e.g. coronary artery surgery, renal transplantation, malignant diseases treatment etc. The t ime is now for the corps to take over commitment in the geriatric field also. The Army Medical

Corps along with its affiliated sister services in the Navy and Air Force are the major facility with the government to affect its welfare activity for serving and retired defence personnel.

1.7.13 Besides these major Services, there are several minor Services such as Intelligence Corps, Corps of Military Police (CMP), Army Postal

Service (APS), Army Education Corps (AEC), Remount and Veterinary

Corps (RVC), Army Dental Corps (ADC), Army Physical Training Corps, and

Legal (JAG – Judge Advocate General) Department.

1.8 INDIAN ARMY : DETAILS

1.8.1 The Indian Army is one of the armed forces of India and has the responsibility for land-based military operations. Its primary objectives include maintaining the peace and security of the country, patrolling the borders and conducting counter-terrorist operations. It also conducts rescue and humanitarian operations during calamities and disturbances, and has frequently been called upon to maintain the internal security of the country.

25 1.8.2 The Indian Army has a total troop strength of around 2.4 million (1.2 million active and 1.2 million reserve) and is the second largest standing army in the world. It is a completely voluntary service – the military draft never having been imposed in India. Indian Army is one of the major contributors to various United Nation missions. The army has rich combat experience in diverse terrains, considering India ‟s diversity on this front, and also has a distinguished history of serving in United Nations peacekeeping operations.

1.8.3 The force is headed by the Chief of Army Staff, currently General V K

Singh. The highest rank in the Indian Army is Field Marshal, but it is an honorary rank and appointments are made by the President of India – on the advice of the Union Cabinet of Ministers – only in exceptional circumstances. General S.H.F.J. Manekshaw and the late General K.M.

Cariappa are the only two officers to have attained this rank. Though a

Field Marshal is an honorary rank, the officer is held to „never retire‟. And are entitled to uniform and flag as applicable to serving (active duty) officers throughout life.

1.8.4 The various rank of the Indian Army are listed below in descending order:

26 COMMISSIONED OFFICERS

Field Marshal* (Only two officers made Field Marshal so far)

General (the rank held by Chief of Army Staff)

Lieutenant-General

Major-General

Brigadier

Colonel

Lieutenant Colonel

Major

Captain

Lieutenant

1.8.5 PERSONNEL BELOW OFFICER‟s RANK (PBORs)

(a) JUNIOR COMMISSIONED OFFICERS (JCOS)

Subedar Major/Honorary Captain- Given to Outstanding JCO‟s Rank

and pay of a Captain, role continues to be of a JCO

Subedar Major Subedar Naib Subedar

27 (b)NON COMMISSIONED OFFICERS (NCOS)

Regimental Havildar Major – This has now been discontinued

Regimental Quarter Master Havildar – This has now been

discontinued

Company Havildar Major Company Quarter Master Havildar

Havildar

Naik

Lance Naik

Sepoy

1.9 RECRUITMENT OF PBORs

1.9.1 Indian Army is one of the world‟s largest Army having more than 12

Lakh active troops, along with an Army Reserve consisting of: 300,000 first line troops (those within five years of full time service), and another

500,000 second line troops (subject to recall to service until 50 years of age). The Territorial Army numbered 40,000 first line troops (and 160,000 second line troops). In general, the recruitment of Jawans is carried out in the following manners:

28 THROUGH OPEN RECRUITMENT RALLIES

1.9.2 A new system of recruitment has been introduced with effect from

April 01, 1998 . Under the revised system, recruitment of Jawans in the

Army is carried out through open recruitment rallies only. Recruitment rallies are planned well in advance, keeping in view the geographical, demographical and topographical considerations. At least one such rally is held in each month, combining districts, areas and regions, depending upon the response anticipated, thereby giving every aspirant, irrespective of his place of residence, minimum one opportunity in a year to get himself enrolled in the Army. In the old system of Branch Recruiting Office -oriented recruitment, aspirants had to travel long distances to reach the nearest

BRO for enrolment, whereas in the revised system, recruitment has been brought closer to their area of domicile. Advance publicity regarding an ensuing rally in a particular area/district is given by putting up hoardings, advertisement in local newspapers, radio etc.

THROUGH PRESS ADVERTISEMENTS

1.9.3 A composite advertisement on various entries in the Army is also brought out periodically both in English and Hindi. Concerned Zonal

Recruitment Offices (ZROs)/ Branch Recruitment Offices(BROs) also publish advertisements on recruitment of Other Ranks in local regional newspapers.

29 ADVERTISEMENTS IN JOURNALS/MAGAZINES

1.9.4 These are normally brought out in the journals of educational institutions Hoardings are erected at ZRO/BRO premises as well as adjacent to Engineering Colleges all over the country to attract technical talents into the Army. DAVP approves the sites and th ereafter, the hoardings giving detailed information are installed and maintained by them. Printed Publicity: Information folders, leaflets, brochures, data cards, posters and blow-ups, prepared through DAVP and private professional agencies are widely distributed.

EXHIBITION AND FAIR

1.9.5 Each year, at the Defence pavilion at the India International Trade

Fair, New Delhi , a stall is established where recruiting information is provided to visitors. This is also done in other organized fairs.

30 CHAPTER 2

LITERATURE REVIEW

31 CHAPTER 2

LITERATURE REVIEW

2.1.1 INTRODUCTION

By way of consulting various books, periodicals, Research Papers and the material on world wide internet, it has been observed that the Career of PBORs has undergone a significant transformation over the decades. A variety of studies have been conducted on this aspect in the recent years.

2.1.2 They have analyzed the evolution and changes that have taken place in the careers of PBORs. This analysis has been carried out mainly by Major

General SBL Kapoor (retd) in his book and articles “ Human Resources and

Utilization of Man Power” & “Management in Army, Planning for the Future” .

(Ref Sl 26-30 of the Bibliography)The similar analysis has been carried out by Lt

Gen K. Balaram in his article, “utilization of man power in army “(Ref Sl 1 1 of the Bibliography) and by Lt Col Kesvan in his article,”Human resources and national power ex-servicemen (Ref Sl 31 of the Bibliography). It has revealed the following:

2.2 REQUIREMENT OF THE ARMY

The HRM process of acquisition, development, motivation and maintenance of Human Resources is translated into the requirements of army with the functions of :

32 (a) Intake of officers and men most suited to the army ‟s requirements;

(b) Training them up to a high pitch inculcating service ethos and

culture along with developing their ability to handle technologically

advanced weapons;

(c) Providing them leadership which motivates them to fight to win,

(d) When needed, be prepared to make the supreme, scarifies ; and

finally,

(e)Preparing them to hang up their uniform with a sense of

achievements and pride.

2.3 INTAKE

2.3.1 General SBL Kapoor (Ref Ser 27 of the Bibliography) has said that the first function, viz acquisition or intake, begins with defining the qualities and standards desired in the personnel being recruited.

Advancements in technology demands higher levels of education, while the anticipated employment requires the ability to withstand the stresses and strains of modern day warfare. (Ref Ser 27 -30 of the Bibliography).

Intake will need to be a balanced mix of these. An ability to get this mix will be a function of the attractiveness of the service.

2.3.2 Therefore, it is evident that there are gaps in the selection process as

no psychological or aptitude tests are conducted for PBORs at the time of

33 their recruitment so as to identify the suitability of an individual for the service itself or for a particular arm or trade.

2.3.3 Presently, Physical Proficiency Tests and Written Tests are the one, on the basis of which, selection of PBORs is made.

2.4 COLOUR SERVICE.

2.4.1 General Balaram in his study titled “ Utilization of man power in the

Army” ( Ser 11 of the Bibliography) has analysed that, prior to 1965, sepoys in the General Duties categories were engaged for Seven Years

„ of „COLOR Service‟ with Eight Years of Reserve‟ Liability.

2.4.2 Skilled Categories were engaged for 10 years with 10 yea rs of

Reserve Liability. The Highly Skilled Categories were engaged for 12 years with 8 years of Reserve Liability.

2.4.3 Except for Junior Commissioned Officers (JCOs) and Non - commissioned officers (NCOs), the age profile of combat units was between 18 and 25 years and those of combat support and technical services and logistic services units were comparatively more.

34 2.4.4 The high spirits, generally associated with youth, pervaded the entire army. Re-employment after release from the army was comparatively less difficult. This was possible because the trained manpower between the ages of 25 and 30 was more acceptable in the employment market. About 65 per cent of the PBORs were released without the army incurring any expenditure on account of their pensions since the minimum service for a pension was 15 years. Only JCOs and

Senior NCOs retired with Pensions.

2.4.5 The major effect of the increase in the period of color service was on the pension bill of the Army. “Prior to 1 February 1976, about 65 per cent of soldiers used to be released without pensions.”“ The other 35 per cent of retirees, who were entitled to pensions, were JCOs, NCOs and the few who belonged to the highly skilled and technical categories.” “Thus,

Sepoys of General Duties categories who were recruited on or after 1

February 1966 and Sepoys of skilled categories recruited on or after 1

February 1964 ,became entitled to Pensions.”

2.4.6 Thus, at least two of the three variable factors of combat effectiveness i.e. re- employment and the high spirits, show a declining trend, the alarming aspect being the decline in mental attitude.

35 2.4.7 It is also worth mentioning that premature release is granted only to about one third to half of the number of soldiers who apply for such discharge from service. Therefore, it is felt that, there is a dire necessity to handle the situation deftly and work on the aspirations of the PBORs to fulfill such gaps.

36 2.4.8 TRAINING IN UNITS : The gap between the allocation of training effort and the main subjects as per the study carried out by Lt Gen V. K.

Kapoor (Sl 26 0f Bibliography) is given as under:

(a) Physical Development :Spirit of adventure and aggressive spirit, training effort

_ 25%

(b) Military Development : Combat skills and soldierly duties in the garrison, training effort .

– 50 %

(c ) Intellectual Development : Enhancing awareness, communication skills, scientific awareness & pursuit of extra-curricular activities, training effort .

–10%

(d) Character Development : Honor, integrity, devotion to duty, patriotism, loyalty, discipline and team spirit, training effort.

– 15%.

2.4.9 In his further study, Lt Col Kesvan (Ref Ser 31 of the Bibliography) and General SBL Kapoor (Ref Ser 27 of the Bibliography) , has observed that the individual training is conducted in units, generally by way of short duration cadres, aimed at upgrading the professional competence of each individual. For all this training, the ultimate aim is to achieve success in

37 battle. But the fact remains that the planning done by each CO for

individual training in the unit and its implementation, hardly ever matches

the ideas. Exercises, deployments and frequent movements take their toll.

To add to these, there are the normal peace time administrative duti es,

including over-utilisation of manpower on preparations for various events

or the visits of senior officers.

2.4.10 These commitments seldom leave enough manpower to carry out any worthwhile training. General Balaram in his case study titled

“Utilization of manpower in Army” (Ref Ser 11 of the Bibliography) has described his views saying that ”Taking each attribute in turn, combat skills could be sustained for a longer period by good training in units.” Physical fitness, or rather toughness, which is required in the Indian Army owing to the types of terrain and climatic conditions in which it has to operate, starts declining in the late twenties, particularly, agility and physical reflexes, although stamina may not decline so rapidly says Col Mallick (Ref Sl 41-43 of the Bibliography).

2.4.11 However, Col Mallick in his article about Organisational restructuring

(Ref Sl 41 of the Bibliography), further adds that the decline in mental

attitude tends to be much faster, since the propensity to face chall enges

and take risks decreases with increase in age owing to growing maturity

and awareness of responsibility towards wife and children after getting

married. Barring exceptions, this decline commences at about the age of

38 25, say after seven years of service. A proof for this statement lies in the fact that the average annual casual wastage’s (i.e., soldiers leaving the service before completing their engagement period for various reasons) during the five-year period from 1980-81 to 1984-85 were 18,302 or about

39.1 per cent of total wastage’s (i.e., casual wastage‟s plus normal wastage‟s or retirements) says Lt Gen Mahajan RN in his article on the career in armed forces (Ref Sl 35-40 of the Bibliography) , and also the similar views have been subscribed by Brig Kuldeep Singh in his paper on

Overcoming crisis in leadership in Indian Army (Ref Sl 98 of the

Bibliography) .

2.4.12 Generally, it was found that a large proportion of casual wastage ‟s were from General Duties categories above the age of 25, showing a decline in the will of the soldier to continue in service accepting the rigors and other conditions.

Of course, a small proportion of casual wastage ‟s rates were those persons from the Highly Skilled and Technician categories, who leave the services to seek greener pastures as early as possible after acquiring a marketable skill. They settle down quickly in civil, since the service did not provide them employment for a full working life.

2.4.13 With the said kind of the prevailing conditions, there is wide gap between Planning Schedules of the training and the actual training

39 imparted to the individuals. The methodology to impart collective training can be worked out.

TRAINING MODEL.

2.5.1 The study on the transformation of the future army suggested by Lt

Gen V. K. Kapoor (Ref Sl 26 0f Bibliography) and the study carried out by

Maj Gen SBL Kapoor, (Sl 28 0f Bibliography) on providing an Universal

Basic Training Model for all Arms and Services, advocates the application of improved training methodology to attain higher levels of terminal standards. An important tool in this direction shall be the use of the

Simulators. As discussed by Col S K Mathur ( Ref Sl 49 0f Bibliography), the training requirements of the Army can be divided into four levels; the lowest being impart training on a single weapon/sensor followed by training for multiple functions. At the next level are the u nit/sub unit level training requirements which shall be of dynamic nature. Disaster management though not connected with the military profession, it is another crucial area expected out of Army. Indian Army, apart from guarding vast borders, is often involved in various other situations like

Internal Security (IS) Duties, Low Intensity Conflict Operations(LICO), Aid to civil authorities, Disaster Management and Overseas Operations under

UN banner. Each of these tasks entail a thorough professionalism and th e training to operators well as to exploit the available equipments.

40 2.5.2 The Basic Military Training (BMT) to the PBORs is being imparted at their Regimental Centres. The Training covers all the aspects of the weapon training, small arms training , mine field laying and breaching, field fortifications etc. Further the training specific to the requirements of the respective service is imparted either at the Reg imental centres or at the higher training establishments. The training contents of the advanced training are similar to that of the Officers though with a lower level of the tactics. Depending upon the trade allocation to the PBOR, detailed training pertaining to his trade is imparted.

2.5.3 Thus, the training needs are increasing exponentially at all levels. It can be well appreciated that the modern day weapon systems are very costly and the ever increasing pressure to cut down the defence expenditure, limits the peace time utilization of all these .systems for the training purposes. Traditionally, the training methods presently in vogue are suffering from many problems like shortage of training areas and officers etc. The problems are likely to grow as the time passes by .

2.5.4 As discussed by Col S K Mathur ( Ref Sl 49 0f Bibliography), the

Simulators allow the training to be conducted in small rooms without the extensive use of the main equipment. The Simulators are nothing but the integration in the field of the modeling, information technology, visuals, sensors, actuators and other hardware devices which help in simulating

41 the real time requirement of imparting training on a weapon system or equipment with their advanced display system, screen geometrics, position tracking and motion bases. These have become useful tools in imparting real and the cost effective training to all troops.

2.5.5 The Simulators can also simulate the actual battle field conditions and thus make the training realistic. It has become increasingly difficult to train the personnel using the main equipment or the weapon system, as this involves a prohibitive costs in terms of functional life of such equipment. The cost of the projectiles and the munitions is so very high the training with the live ammunition is well neigh unaffordable. Further, the logistics and the administrative requirement for conducting the exercises inhibit large scale training. But the computer bas ed simulators can do the job of providing real time training to the PBORs in a closed room atmosphere.

2.5.6 With the modernization of the weaponry and equipments in the Indian

Army going at a high pace, the focus on the training of PBORs on all technology intensive systems, has to be given a new angle because the knowledge level of the PBORs has remained the same. Consequently, there always is an inhibition to operate the equipment due to fear of something going wrong. This is reinforced by that the real e quipment is not available with the training establishments. Therefore, there is an inescapable need to

42 tackle these problems at the highest level. But the expertise gained by the

Defence Research & Development Organisation (DRDO) and the private sector firms can now gainfully be exploited for the development of the simulators for Indian Army. The imperative need to enhance the efficacy of training of Indian Army within the constraints of the cost, non availability of the training aggregate and the requirement of the civil population entails the development state of art Simulators.

2.5.7 Keeping in view the points discussed earlier, it is felt that there is a wide gap amongst various methodologies adopted for the training of the

PBORs and the actual implementation of their training needs. Therefore a requirement prevails to have a greater understanding to use the sophisticated , time efficient and the cost produc tive methods like use of

Simulators is resorted to. This kind of step would go a long way to improve the efficiency of the Army.

SETTING UP OF INDIAN NATIONAL DEFENCE UNIVERSITY (INDU)

2.6.1 During the study about the Academic and the Intellectual advancement and on a report ,”Kargil Review report” headed by eminent strategic expert K. Subrahmanyam, (Sl 3 of the Bibliography on Reports)” has recommended the establishment of such an university to exclusively deal with defense and strategic matters. When established, it will be an autonomous body. Its faculty and staff will be drawn from the officers from the Defence Force, Indian Administrative Service, Indian Foreign Service,

43 Indian Police Service, Finance and Accounts Services, Academicians,

Media and Industry. The faculty could be supplemented by visiting faculty

from other reputed institutes or organizations. It will also have an active

networking association with other similar institutions abroad, including

faculty exchange programmes with similar academic centers of foreign

countries.

2.6.2 Government on Thursday 13 May, 2010 decided to set up the first

Defense University in the country to study of defense and strategic sec urity challenges. Union Cabinet gave an approval to set up the Indian National

Defense University (INDU) near Delhi. Estimated cost of Rs 300 crore, the university would come up on a 200 acre land at Binola in Gurgaon,

Haryana. A sum of Rs 100 crore has been earmarked for acquisition of the land.

2.6.3 Once the INDU is fully functional, the existing defense educational institutions like the National Defense College in New Delhi, College of

Defense Management at Secunderabad, National Staff College at

Wellington and National Defense Academy in Pune, would be affiliated to

INDU. At present, these institutions are attached to various universities.

2.6.4 The proposed university, which would be fully autonomous and

constituted under an Act of Parliament, would pr omote policy-oriented

44 research on all aspects of national security as part of the strategic national policy-making.

The establishment of the INDU was in line with report submitted by eminent strategic expert K. Subrahmanyam, which had recommended establishment of such a university to exclusively deal with defense and strategic matters.

2.6.5 It has now been observed that there is an urgent need to establish and make INDU fully operational for all the three wings of the Armed

Forces. Once it is established and fully operational, it will help in bringing the courses being pursued by officers and men in Army at par with the other recognized courses of various Institutions.

45 AWARD OF DEGREES TO DEFENCE PERSONNEL ESPECIALLY PBORS BY

THE UNIVERSITIES.

2.7.1 PBORs during the course of their service undergo a lot of Army courses and are exposed to a vast forms of milita ry training. Their basic qualification remains the entry level qualification, generally the matriculation. There was a gap between the qualifications acquired by them which are similar to the civil qualification but since they were not awarded degree or Diploma by any of the universities, these qualifications were not recognized especially by the private sector when they approached for the jobs after their retirement.

2.7.2 The government, vide Department of Personnel and Training

(DOP&T) Office Memorandum No 15012/8/82-Estt(D) dated February 12,

1986 stipulated that matriculate PBOR of Indian Army, who have completed

15 Years of service will be eligible for employment in group 'C' & 'D' jobs in the government where graduation is an essential requirement. Ho wever, the number of vacancies that come up in government agencies where the above stipulation can be applied is very less.

2.7.3 Most institutions or establishments in the private sector or public

domain insist on mark sheet and certificates, provision for which do not

exist in the government order dated mentioned above. So a need was felt to

46 bridge this gap and empower PBOR of Indian Army by arming them with the requisite diploma / degree based on the 'in service training' undergone by the PBOR right through his service career. Thus, project 'Gyandeep' was launched based on a Memorandum of Understanding (MoU) signed between the Army and Indira Gandhi National Open University (IGNOU) on

September 4, 2009.

2.7.4 The project was dedicated to the nation by the President of India on

November 19, 2009 keeping the following in mind :

To confer educational certification to PBOR of the Indian Army by

according recognition to the "in service" training carried out by

individuals during the entire span of their service career.

To empower all PBOR by arming them with a diploma/degree so as

to facilitate a second career post retirement.

This programme has the potential to transform the post-retirement

life of soldiers by equipping them with a formal qualification and

preparing them for competitive job avenues.

PBOR, who wish to register for award of diploma/degree can do so

through their respective Regimental Centres, all of which have been

registered as Army-IGNOU Community Colleges with the university.

47 These community colleges will function as autonomous institutes in

instituting academic, training and administrative responsibilities etc

and at any time will not seek affiliation to IGNOU.

The community colleges will identify academic programmes to be

offered to the community of soldiers for this program on the basis of

a need analysis of the local job requirements and opportunities and

incorporate these findings into the curriculum, and if so required,

take assistance from IGNOU in identifying such academic

programmes.

The community colleges will abide by the norms and guidelines

defined for the scheme by IGNOU, whereby the university has the

sole authority for modifying the terms and conditions of the

community college scheme.

2.7.5 „ Project Gyandeep ‟ will be a win-win scenario for all the

stakeholders and it has resulted in the following:

(a) Benefits to IGNOU:

Service to Soldiers.

Turnover in one year - 50,000 soldiers.

Increase community colleges & campus.

Addition of new courses immediately-study material available.

48 (b) Benefits to Army :

Vast training curriculum recognised & interfaced.

Existing Government orders formally interpreted.

Welfare measure.

Gainfully utilises resources.

(c ) Benefits to the Individuals:

Meets aspirations.

Formal parchment.

Helps rehabilitate.

Advances education.

Degree from reputed National University.

2.7.6 Project Gyan Deep will thus be a small step for each soldier, a giant

step for the Indian Army and a great contribution to higher education.

49 CHAPTER – 3

SCOPE OF THE STUDY

50 CHAPTER - 3

SCOPE OF THE STUDY

3.1.1 The Indian Army is one of the armed forces of India and has the responsibility for land-based military operations. Its primary objectives include maintaining the peace and security of the country, patrolling the borders and conducting counter-terrorist operations. It also conducts rescue and humanitarian operations during calamities and disturbances, and has frequently been called upon to maintain the internal security of the country.

3.1.2 The basic responsibility of the Army is to safeguard the territorial integrity of the nation against the external aggression. Due t o country’s long borders encompassing different geographical and climatic conditions such as dessert terrain on the west, snow clad mountains in the north and the thick rain fed mountainous jungle terrain in the east, the Army has to prepare constantly for diverse challenges. In addition, the Army is often required to assist the civil administration during the internal security disturbances , in organizing law and order and in maintenance services etc during any other eventualities.

3.1.3 The Indian Army has a total troop strength of around 2.4 million (1.2 million active and 1.2 million reserve) and is the second largest standing army in the world. It is a completely voluntary service – the military draft

51 never having been imposed in India. Indian Army is one of the major contributors to various United Nation missions. The army has rich combat experience in diverse terrains, considering India’s diversity on this front, and also has a distinguished history of serving in United Nations peacekeeping operations.

3.1.4 The duration of service before 1965 was based upon the concept of seven years of Colour service with eight years of reserve liability for the

Sepoys in the General Duty categories.Similarly, Skill ed Categories were engaged for 10 years with 10 years of Reserve Liability. The Highly Skilled

Categories were engaged for 12 years with 8 years of Reserve Liability.

3.1.5 Except for Junior Commissioned Officers (JCOs) and Non - commissioned officers (NCOs), the age profile of combat units was between 18 and 25 years and those of combat support and technical services and logistic services units were comparatively more.

3.1.6 At that point of time, there was an enthusiastic young profile of jawans which was seen every where in the Army. Even after the release from the army, getting an employment out side used to be simpler as the age always used to be in favor. At the same time, it is also well considered that the age profile of jawans has a direct bearing on the combat effectiveness of an unit.

52 3.1.7 Another aspect is that the Civil agencies, governmental or non - governmental organisations, are reluctant to absorb them because of age and also lack of required skills. Besides the two unattractive factors of age and lack of skills, a third adverse factor in providing employment is the expectation of such soldiers to get re-employment in outside organizations at levels equivalent to length of service and rank at retirement and their inability to adjust quickly to the civilian environment. Besides all this, such soldiers also show a marked inclination for service in the ir home states. Apart from this, it is neigh impossible to to provide re - employment to a large proportion of soldiers who retire from service every year.

3.1.8 The important factor which should be prudent at the highest level that an ex-soldier with the current terms of engagement has to be provided a second regular employment after they retire at an early age of 35-40 years which would range for a period from 18 to 23 years . This certainly is a difficult proposition in any democratic society, particularly one in which high levels of unemployment exist.

Therefore, this aspect of the current color service engagement of 17 and 20 years needs to be taken care in a more deliberate manne r.

3.1.9 When the transitioning into a Civil Career is required at the time of

leaving the Army, one may have many of options but for a great number of

53 personnel, finding a career in the civilian workforce is very difficult as per the preferred choice. Searching for a job that fits skill -set and conforms to separation date can be difficult and discouraging at times. It is imperative that one should not wait until the last minute to start the job search. There are too many job seekers with separation dates fast approaching who have not even created a resume. The key concepts exhibit that: one should always have a resume available so that it can be updated. Resume should be the show case of one’s personality and should be a polished document.

The list of careers or types of positions which are suitable should be given out prominently. This knowledge narrows the number of companies and industries in which one can work, as well as will give the opportunity to research the specifics of the civilian position and a general salary range.

Apart from this, one should make contacts early. The investigation of th e companies should start even two years in advance so that the recruiters can help in the career transition. Starting early builds knowledge of the job market, puts the profile in front of people who can help, and gives one an understanding of the standards necessary to successfully land a job.

3.1.10 Another avenue for getting the jobs is the Army Placement Agency.

The skilled manpower, right across the board is available through the excellent source which army provides.. Every year, thousands of highly trained Officers and the PBORs leave the Service and are keen for a second career. The clinching factor in case of army personnel always is that they guarantee all round high standards. They are reliable, self

54 motivated and committed individuals with extensive specialist training and a ‘can do’ attitude.

3.1.11 The Army Placement Agency (APA) Offers the Employers a comprehensively trained and experienced trade and professional specialists, experienced senior and middle level managers (including women) with highly developed personal skills, used to taking decisions and managing budgets and the reliable and skilled individuals with team leadership traits coupled with administrative and training experience.

3.2 OBJECTIVE OF THE STUDY

3.2.1 To identify effective strategies for Career Development of PBORs in

Army.

3.2.2 To examine effectiveness of various educational qualifications acquired by PBORs while in service vis-à-vis their effectiveness in getting employments after they retire.

3.2.3 To analyze the impact of government policies on their career development.

3.2.4 To trace the dynamic changes in their educational and training system so as to give an edge in their Combat role as well as in the Civil

Career after their retirement

55 3.3 LIMITATIONSOFTHESTUDY

The study has been restricted only to Army. It might be useful to center this study to other arms of the Military Organizations like Navy & Air

Force.

56 CHAPTER – 4

RESEARCH DESIGN

AND

METHODOLOGY

57 CHAPTER – 4

RESEARCH DESIGN AND METHODOLOGY

4.1 METHODOLOGY

4.1.1 The research focused on primary survey through organization and personal interviews of PBORs. The research is also based upon primary as well as secondary data, which consists of reference books, government data, and research papers, training establishments of army, their record offices, army placement agency, website of ministry of defence, data from publications and websites of foreign counties armies and leading global research journals.

4.1.2 A questionnaire (Table3.1) was prepared employing structured and unstructured questions. Some questions were close - ended while some were chosen to be open ended considering the limitations of the sample in understanding the technicalities. The questionnaire was designed to elicit maximum response with maximum accuracy. The researcher was aware of the PBORs limitations in terms of time availability, accurate record keeping and maintaining secrecy of financial and operational details of the data.

The questionnaire covered the complete gamut of the PBORs aspirations and as promotions, employ ability after retirement, social responsibilities etc. In this way it was possible to obtain information to establish the difficulties faced by the PBORs.

58 4.2.1 SURVEY: To further strengthen the hypothesis that effective personnel strategies are employed to study the problem, a survey of serving and retired Army personnel has been conducted. The questionnaire covered PBORs, market, process , their aspirations of the business, their morale, their satisfaction level etc. This data was designed with a view to reaffirm the extent and depth of study on PBORs.

4.2.2 The total population of PBORs in Indian Army is more than 12 Lakhs

(According to the estimates, it is even more. Exact number of PBORs is not available being a confidential data). The sample chosen for this study is around 2000. The distribution of the sample size with details of the

Regions (Table 3.2) has been given below :

Table No. 4.2 DETAILS OF SAMPLING

Regions Strength for the % of the sample sample Western, Pune 635 32 Southern, Bangaluru 230 11 Eastern, Kolkata 146 7 Northern, Chandigarh / Roorkee 591 30 South Western, Jodhpur 139 7 Central, Lucknow 269 13

Total = 2000 100 %

59 4.2.3 A questionnaire has been framed and the PBORs were divided into

three groups namely JCOs, Havaldars and Below Havaldars. Structure of the

questionnaire to the groups was based upon their

(a) Demography (b)Reason for their joining the Army

(c) Aspirations

(d)Evaluation

(e) Reason for leaving the Army

(f) Satisfaction sought after leaving the Army etc.

4.3 DATA COLLECTION

Questions were administered to about 2000 people. In addition personal interviews were held with various senior officers in Pune, Mumbai, Delhi ,

Jodhpur and Chandigarh. Additionally, detailed discussion in form of case studies was also conducted to substantiate the objective.

4.4 DATA ANALYSIS

The above data has been analysed so as to meet the objectives and the hypotheses. The salient conclusions have been finalized; and the validity of the hypotheses tested. The responses have been processed, tabulated, analysed and have been given out elsewhere. Based on these results, practical recommendations and suggestions have been offered for the benefit

60 of planners, academicians, top army, think tanks, public servants and other government entities.

4.5 HYPOTHESES

On the basis of previous discussions for the purpose of the analysis of

theoretical and empirical literature on man power develo pment of PBORs

the following hypotheses can be framed to study the effect of

interrelationship among determinant factors of macro factors with firm

level strategy adjustments. When PBOR side determinants are adequately

cared for, firm level career strategies become more effective as PBORs are

more able and willing to Pursue their career development. Based on these

arguments, the following hypothesis can be presented.

H01: On an average, 70% aspirants would show up that they are more

bothered about their respect and the quality of life they get when they join

the Army.

Null Hypotheses Ho : µ > 70%

Alternate Hypotheses Ha : µ < 70% Ho2 : On an average, 50% of the aspirants join Army being a challenging

career

Null Hypotheses Ho : µ > 50%

Alternate Hypotheses Ha : µ < 50%

H03 : On an average, 70% aspirants would show up that Army provides

enough scope for career development while they serve in the Army

61 Null Hypotheses Ho : µ > 70%

Alternate Hypotheses Ha : µ < 70% (Not equal to 70%)

H04 : On an average, 50% aspirants would show up that Army provides

enough scope for career development after they retire from the Army. Army

Null Hypotheses Ho : µ  > 50%

Alternate Hypotheses Ha : µ < 50% (Not equal to 50%)

4.6 SAMPLING: The details of the sampling are given as under:

Sample Size (Total Population) : 2000

Nature of the universe : Homogeneous

No. of classes proposed : Three (JCOs, Havaldars & Below Havaldars)

Nature of the study & Type of Sample : Large Sample

Standard of accuracy : High Acceptable confidence level : 95%

4.7 TESTING OF HYPOTHESES

The data analysis has been carried out based upon Objectives formulated

and the the Hypotheses made. The analysis of the data has also been

carried out based on the Ranks and Regions of the PBORs they belong to.

The statistical analysis has been carried out using the standard practices

and SPSS software.

62 4.8 DATA FINDINGS FOR THE HYPOTHESES REGION WISE (Table -10.2A &10.2 B)

4.8.1 The analysis of the first hypotheses reveals that , from the table

2 2 value of X at 5% significance level, and with 5 degree of freedom, the X

2 value is 11.070 , while the calculated values of X the question numbers

4,8 to 11 and 24 , are less than the Table value. Hence , the Null Hypotheses

holds good.

4.8.2 Similarly, the analysis of the second hypotheses reveals that the

2 table value of X at 5% significance level, and with 5 degree of freedom,

2 2 the value of X is 11.070 , while the calculated values of X are less than

the Table value. Hence , the Null Hypotheses holds good. For the Question

2 no. 3,15,16, the calculated values of X are more than the table value,

hence , the Alternate Hypotheses holds good.

4.8.3 The analysis of the Third Hypotheses HO3, says that the table value

2 of X at 5% significance level, and with 5 degree of freedom is 11.070 ,

2 while the calculated values of X are less than the Table value. Hence , the

Null Hypotheses holds good.

63 4.8.4 Lastly, the analysis of Fourth Hypotheses HO4, formulated says that

2 the table value of X at 5% significance level, and with 5 degree of freedom

2 is 11.070 , while the calculated values of X are less than the Table value.

Hence , the Null Hypotheses holds good. Similarly for the Question no. 29,

2 the calculated value of X is more than the Table value because of which, the Alternate Hypotheses holds good.

4. 9 DATA FINDINGS FOR THE HYPOTHESES RANK WISE (Table -10.2 A & 10.3)

2 4.9.1 The analysis of the first hypotheses reveals that the table value of X at 5% significance level, and with 5 degree of freedom is 11.070 , while the

2 calculated values of X are less than the Table value. Hence , the Null

Hypotheses holds good.

4.9.2 The analysis of the second hypotheses reveals that the table value of

2 X at 5% significance level, and with 5 degree of freedom is 11.070 , while

2 the calculated values of X are less than the Table value. Hence , the Null

Hypotheses holds good.

4.9.3 The analysis of the third hypotheses reveals that the table value of

2 X at 5% significance level, and with 5 degree of freedom is 11.070 ,

64 2 while the calculated values of X are less than the Table value. Hence , the

Null Hypotheses holds good.

4.9.4 The analysis of the fourth hypotheses reveals that the table value of 2 X at 5% significance level, and with 5 degree of freedom is 11.070 , while

2 the calculated values of X are less than the Table value. Hence , the

Null Hypotheses holds good.

4.10 DATA FINDINGS FOR THE OBJECTIVES REGION WISE(Table-10.4A& 10.2B)

2 4.10.1 The analysis of the first Objective reveals that the table value of X at 5% significance level, and with a degree of freedom of 2 is 5, while the 2 calculated values of X are less than the Table value. Hence , the present strategy in use for the career development of PBORs holds good.

4.10.2 The analysis of the second Objective reveals that the table value of 2 X at 5% significance level, and with a degree of freedom of 2 i s 5 , while

2 the calculated values of X are less than the Table value. Hence , the present strategy in use for the career development of PBORs holds good. For question 29, the table value is more. Hence the present strategy for this does not hold good.

65 2 4.10.3 The analysis of the third Objective reveals that the table value of X at 5% significance level, and with a degree of freedom of 2 is 5.991 , while

2 the calculated values of X are less than the Table value. Hence , the present strategy in use for the career development of PBORs holds good. For question 15,16 & 24, the table value is more. Hence the present strategy for this does not hold good.

4.10.4 The analysis of the fourth Objective reveals that the table value of 2 X at 5% significance level, and with a degree of freedom of 2 is 5.991 ,

2 while the calculated values of X are less than the Table value. Hence , the present strategy in use for the career development of PBORs holds good.

4.11 DATA FINDINGS FOR THE OBJECTIVES RANK WISE ( Table -10.4A & 10.3)

2 4.11.1 The analysis of the first Objective reveals that the table value of X at 5% significance level, and with a degree of freedom of 2 is 5, while the

2 calculated values of X are less than the Table value. Hence , the present strategy in use for the career development of PBORs holds good.

66 4.11.2 The analysis of the Second Objective reveals that the table value of

2 X at 5% significance level, and with a degree of freedom of 2 is 5.991 ,

2 while the calculated values of X are less than the Table value. Hence , the present strategy in use for the career development of PBORs holds good. For question 29, the table value is more. Hence the present strategy for this does not hold good.

2 4.11.3 The analysis of the first Objective reveals that the table value of X at 5% significance level, and with a degree of freedom of 2 is 5.991, while

2 the calculated values of X are less than the Table value. Hence , the present strategy in use for the career development of PBORs holds good.

2 4.11.4 The analysis of the first Objective reveals that the table value of X at 5% significance level, and with a degree of freedom of 2 is 5 , while the calculated values of X2 for Question No 25 t0 27 , 29 & 30, are less than the

Table value. Hence , the present strategy in use for the career development of PBORs holds good. For question 28, the table value is more. Hence the present strategy for this does not hold good.

67 CHAPTER – 5

DEFENCE FORCES

68 CHAPTER – 5

DEFENCE FORCES

5.1 GENERAL

When the entire Defence set up is considered, then it may oblivious that the similar problems, as being faced by the PBORs in Army, might being faced by the organizations like Navy and the Air force also. An overview in case of all the three organs of the Defence Forces has been dwelled in this chapter.

5.2 INDIAN ARMY

5.2.1 The basic responsibility of the Army is to safeguard the territorial integrity of the nation against the external aggression. Due to country’s long borders encompassing different geographical and climatic conditions such as dessert terrain on the west, snow clad mountains in the north and the thick rain fed mountainous jungle terrain in the east, the Army has to prepare constantly for diverse challenges. In addition, the Army is often required to assist the civil administration during the internal sec urity

69 disturbances , in organizing law and order and in maintenance services etc during any other eventualities.

5.2.2 Apart from the responsibilities given above, the Indian Army is one of the armed forces of India which has responsibility for land -based military operations. It has the primary responsibility of maintaining the peace and security of the country, patrolling the borders and conducting counter terrorist operations. It also conducts rescue and humanitarian operations during calamities and disturbances, and has frequently been called upon to maintain the internal security of the country.

5.2.3 The Army is headquartered in New Delhi and is under the direction of the chief of the army staff, always a full general. The chief of the army staff is assisted by a vice chief, two deputy chiefs, a military secretary, and the heads of four main staff divisions: the adjutant general, the quartermaster general, the master general of ordnance , and the engineer in chief.

5.2.4 The Army comprises of a number of arms and services. These are:

Armoured Corps, Regiment of Artillery, Corps of Engineers, Corps of

Signals, Mechanised Infantry, Infantry, Army Service Corps, Military

Nursing Service, Army Medical Corps, Army Dental Corps, Army Ordnance

Corps, Corps of Electrical and Mechanical Engineers, Remount and

Veterinary Corps, Military Farms Service, Army Education Corps,

70 Intelligence Corps, Corps of Military Police, Judge Advocate General

Department, Army Physical Training Corps, Pioneer Corps, Army Postal

Service Corps and Defence Security Corps. In addition, the Army has its own Recruiting Organisation, Record Offices, Depots, Boys Establishments and Selection Centers and training institutions. These units are organized in twelve corps-level formations. The Indian Army’s combat formations are now grouped and tailored under many such Corps Headquarters (with some forces being retained under static Area Commands).

5.2.5 The field force popularly known as Field Formation, is grouped into various Corps. Some of these Corps are defensively oriented. The others are called reserve or, unofficially again, ‘Strike’ Corps. Corps Hea dquarters are designed to. Handle an all-arms field army- of three to five divisions or their equivalents. Airborne, Air Assault or Parachute troops are usually held centralized. The mounts’, in all cases, are provided by the Indian Air

Force.

5.2.6 The Division and Independent Brigade Group are the lowest (or the highest, depending on the viewpoint) individual formations. They integrate in themselves all arms and services for sustained independent operations.

There is great flexibility in their force mix, and in ‘grouping for tasks’.

Brigade (regiment in some armies) size combined -arms groups can be shed or added on at will. Standard Tables of Organization and Equipment do exist, but these are taken lightly for accounting purposes only.

71 Divisions and independent brigade groups are designated by function, terrain of operation, or by their equipment mix.

5.2.7 The Army has in its Order of Battle, mountain divisions, infantry divisions, armoured divisions (in which tank units predominate) and mechanized divisions (in which mechanized infantry units predominate).

An Infantry Division typically has about 15,500 combat troops, with 8,000 support elements (artillery, engineers, etc). It consists of 3 to 5 Infantry

Brigades, an Armoured Regiment and an Ar tillery Brigade. A Brigade is commanded by a Brigadier, and an Infantary Brigade consists of three

Infantry Battalions. A regiment can be a type of battalion (eg. In the

Artillery/Engineers) or a grouping of a number of battalions of the same type (eg. The Rajput Regiment). The approximate strength of an infantry battalion, commanded by a Colonel, may be taken as 900 -1,000 personnel.

A battalion may consist of three to four companies, and may be commanded by a Lieutenant Colonel or a Colonel. A company normally consists of 100-1 20 men and is commanded by a Major.

5.2.7 Independent brigade groups, as the name suggests, are vested with limited capability to carry out an independent mission. Indepen dent brigade groups or independent brigade-sized formations may be armoured, mechanized, air defence (missile or gun), parachute, engineer, field artillery, electronic warfare or even standard infantry and mountain. These

72 form ‘Corps/Army troops’, that is, they are held at Corps and Army levels for balancing out missions and task forces. At these levels, one would find heavy logistic support units in terms of supply, transport, field ordnance depots, and medical facilities.

5.3 THE INDIAN ARMY : A BROAD PERSPECTIVE

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5.3.1 The Indian army has six tactical area commands: the Northern

Command headquartered at Udhampur in Jammu and Kashmir, the

Western Command headquartered at Chandimandir in C handigarh, the

Central Command headquartered at Lucknow in Uttar Pradesh, the Eastern

73 Command headquartered at Calcutta, the Southern Command headquartered at Pune, and the South Western Command headquartered at

Jaipur in Rajasthan. Each command is headed by a lieutenant general. The principal combat formations within the scope of these commands are armored divisions and independent armored brigades, infantry divisions, mountain infantry divisions, independent infantry brigades, airborne/commando brigades, and independent artillery brigades. These units are organized in twelve corps-level formations.

5.3.2 The army is equipped with some 3,400 main battle tanks. Of these,

1,200 are indigenously manufactured Vijayanta tanks. Additio nally, the army has some T-55, T-72, and PT-76 tanks. The Arjun main battle tank has been under development by the Defence Research and Development

Organisation (DRDO) since 1983, and, in 1995, limited production was expected to begin in 1996.

5.3.3 To complement indigenous production, however, it was reported in

1994 that Russia had agreed to help India modernize its T -72 tanks and to sell and lease other types of weapons. It is generally understood that about

70 percent of India’s military equipment is of Soviet origin. Some army officials continue to favor Russian-made equipment, such as the T-72 tank, over Indian adaptations of the same items, such as the T -72 MI tank developed by the DRDO.

74 5.3.4 The Indian army also has substantial artillery forces. The best estimate places the army’s towed artillery capabilities at more than 4,000 pieces. In addition to the towed artillery, the army has self -propelled artillery. Finally, it has substantial numbers of surface -to-air missile capabilities, the total numbe r being more than 1,200. In 1986 air observation post units were transferred from the air force to the army to form the Army Aviation branch. Using nine helicopter squadrons, Army

Aviation has supported ground units in the Siachen Glacier in Jammu and

Kashmir and in Sri Lanka, as well as counterinsurgency operations in various parts of the country. Army Aviation has also participated in disaster relief.

5.3.5 Apart from its nine squadrons of helicopters, the army has eight air observation squadrons and six antitank/transport squadrons. It relies on the air force for air support, lift capabilities, and air supply.

5.3.6 An extensive body of schools and centers supports army operations.

The officer corps is largely drawn from the National Defence Academy at

Khadakvasla, Maharashtra, a joint services training institution that provides educational equivalents to the bachelor of arts or bachelor of science degrees to cadets for all three service arms. Cadets spend their first three years at the National Defence Academy and then are sent to their respective service academies for further training before being commissioned in the armed forces. A preparatory school, the Rashtriya

75 Indian Military College, at Dehra Dun, Uttar Pradesh, provides education to candidates for the National Defence Academy. After completing their studies at the National Defence Academy, army cadets are sent to the

Indian Military Academy at Dehra Dun. Other Indian Military Academy cadets are graduates of the Army Cadet College or are direct -entry students who have qualified by passing the Union Public Service

Commission Examination. They spend between twelve and twenty -four months at the Indian Military Academy before being commissioned in the army as second lieutenants. Still other officer t raining occurs at the

Officers’ Training Academy in Madras, Tamil Nadu, where a forty -four-week session is offered to university graduates seeking a short -service commission.

5.3.7 In addition to the Indian Military Academy, the army runs a number of military education establishments. The more prominent ones include the

College of Combat at Mhow, Madhya Pradesh; the High Altitude Warfare

School at Gulmarg, Jammu and Kashmir; and the Counter -Insurgency and

Jungle Warfare School at Vairengte, Mizoram. The army also operates the

Defence Services Staff College at Wellington in the Nilgiri Hills in Tamil

Nadu, which provides master of science-level joint-service training for mid- level staff appointments and promotes inter service cooperation.

5.3.8 In the Indian army, which employs women as physicians and nurses,

the participation of women is small but growing. The Indian Military

76 Nursing Service was formed in 1926 and has eight nursing schools (five army, two navy, and one air force) and one nursing college in Pune.

Bachelor of science graduates are commissioned as lieutenants in the

Medical Nursing Service and attached to the various components of the armed forces. Ranks as high as colonel can be attained by career officers.

In the mid-1990s, a small but increasing number of women officers were being assigned to non-medical services. In 1994, there were fifty women non-medical army officers and another twenty-five in training. They are university graduates who have been put through rigorous training and are reported to be eager for combat unit assignments.

5.4 OPERATIONAL COMMANDS

5.4.1 The Indian Army is organized into six regional commands

HQ Central Command , Lucknow;

HQ Eastern Command , Kolkata;

HQ Northern Command , Udhampur;

HQ Western Command , Chandimandir ;

HQ Southern Command , Pune.

HQ South Western Command, Jaipur

77 5.4.2 In addition, there is a Training Command at Shimla for the purpose of

laying down the training policies for the Army.

5.5 CORPS

5.5.1 A corps is an army field formation responsible for a zone within a command theatre. There are three types of corps in the Indian Army: Strike,

Holding and Mixed. A command generally consists of two or more corps. A corps has Army divisions under its command. The Corps HQ is the highest field formation in the army. Organisational structure of Army is given at

Para 5.6.1

5.6 ARMS & SERVICES : ORGANISATION OF ARMY – FROM ARMY HQ TO

BRIGADE HQ LEVEL

5.6.1 The entire tabulation of the broad structure of the Indian Army from

Army Headquarter level to the Brigade level is given below in the

tabular form also (Ref Table-5.6.1):

78 Table No. 5.6.1

ORGANISATION OF INDIAN ARMY ARMY HQ TO BRIGADE HQ LEVEL

Headquarters, Indian Army,

1 2

80 3

81

4

8281

8 6 Training Command, Headquartered at

8 Table No. 5.6.1

5.7.1 The Indian Army is one of the armed forces of India and has the responsibility for land-based military operations. Its primary objectives include maintaining the peace and security of the country, patrolling the borders and conducting counter-terrorist operations. It also conducts rescue and humanitarian operations during calamities and disturbances, and has frequently been called upon to maintain the internal security of the country.

5.7.2 The Indian Army has a total troop strength of around 2.4 million (1.2 million active and 1.2 million reserve) and is the second largest standing army in the world. It is a completely voluntary service – the military draft never having been imposed in India. Indian Army is one of the major contributors to various United Nation missions. The army has rich combat experience in diverse terrains, considering India’s diversity on this front, and also has a distinguished history of serving in United Nations peacekeeping operations.

5.7.3 The force is headed by the Chief of Army Staff, currently General V K

Singh. The highest rank in the Indian Army is Field Marshal, but it is an honorary rank and appointments are made by the President of India – on the advice of the Union Cabinet of Ministers – only in exceptional circumstances. General S.H.F.J. Manekshaw and the late General K.M.

Cariappa are the only two officers to have attaine d this rank. Though a

8 Field Marshal is an honorary rank, the officer is held to ‘never retire’. And are entitled to uniform and flag as applicable to serving (active duty) officers throughout life.

5.7.4 The various rank of the Indian Army are listed below in descending order:

COMMISSIONED OFFICERS

Field Marshal* (Only two officers made Field Marshal so far)

General (the rank held by Chief of Army Staff)

Lieutenant-General

Major-General

Brigadier

Colonel

Lieutenant Colonel

Major

Captain

Lieutenant

5.7.5 PERSONNEL BELOW OFFICER’s RANK (PBORs)

(a) JUNIOR COMMISSIONED OFFICERS (JCOs)

Subedar Major/Honorary Captain- Given to Outstanding JCO’s Rank

and pay of a Captain, role continues to be of a JCO

8 Subedar Major

Subedar

Naib Subedar

Subedar Major / Risaldar Subedar / Naib Subedar / Naib Major Risaldar Risaldar

(b)NON COMMISSIONED OFFICERS (NCOs)

Regimental Havildar Major – This has now been discontinued

Regimental Quarter Master Havildar – This has now been

discontinued

Company Havildar Major Company Quarter Master Havildar

Havildar

Naik

Lance Naik

Sepoy

8 5.8 INDIAN ARMY RECRUITMENT

5.8.1 RECRUTMENT OFFICERS An officer in the Indian Army is always to be a heir to a glorious heritage to timeless traditions, blended perfectly with the latest in hi-technology, training techniques and strategic doctrines. One becomes a part of one of the world’s finest armies. Trained not just to be an officer, but he is always a soldier’s soldier. The Army is one place where professional growth takes place at every step. Nowhere else one gets such phenomenal opportunity to constantly upgrade the skills. NDA cadets are awarded Bachelor’s degrees in Arts, Science or

Computer Science on completion of training. If one joins the technical stream, one would acquire Graduate and Post -Graduate degree in

Engineering at some of the finest institutes of technology with all expenses taken care of by the government. Selection for the prestigious Defence

Services Stall College course results in the awards of an M.Sc. in Defence and Strategic Studies. What’s more, one can also get study leave for two years to further upgrade his professional skills. These growth opportunities are virtually unlimited. One could even get into Research and

Development, if the aptitude exists. The Army runs some of the country’s most prestigious academies and institutes. These cover a wide range from

Engineering to Medicines; from Administration to Strategy; from Armament

Technology to Management. Working with the Indian Army, one of the largest and the finest in the world is not just a career; it’s a challenge to serve the nation, an opportunity to be trained in the hi -technology arena

8 and a noble approach to be disciplined, civilized and cultured. The Indian

Army recruits, trains and absorbs Indian citizens for various posts in both the officer and other ranks. For officers, the Army recruits on Permanent

Commission (absorption till retirement) and Short Service Commissi on (for a tenure of 5 years) basis. Candidates have to qualify the tests for National

Defence Academy (NDA) or the Indian Military Academy (IMA) to join Army as permanent commission. The Indian Military Academy is yet another cradle of leadership. To get into IMA, one has have to pass the Combined

Defence Services examination. This exam can be taken in the final year in

college. There are two main entry schemes – the Graduate Direct Entry

Scheme and the Technical Graduates Entry Scheme. The duration of training is one year in the case of Technical Graduates Entry Scheme and

NDA Gentlemen cadets, one and a half years. The IMA trains to lead from the front. One is trained in all aspects of combat and tactics using computers and other modern training tools. The IMA has excellent facilities for all-round development. One can go for adventure sports like river rafting, para jumping, rock climbing, trekking and mountaineering. From the IMA, commissioning is done as a Lieutenant in the Indian Army to go out into the world and live up to the IMA motto- "Valour & Wisdom".

5.8.2 Candidates who join the Army as Short Service Commission are engaged for tenure of 5 years; however they have the option to continue as permanent commission, if they desire to continue their service further.

Candidates who have passed their class 12 of the 10+2 system of

8 education or equivalent and are within the age group of 161/2 to 19 years are eligible for NDA examination followed by SSB interview.

Advertisements are notified twice a year during March/April and

October/November by Union Public Service Commission (UPSC). For entry in Indian Army through IMA, candidates have the option of Direct Entry,

Engineering Graduate Entry, University entry Scheme and 10+2 PCM

(Technical) Entry scheme. Any candidate having a graduation degree, falling under the age group of 19 to 24 years is eligible for Direct entry by appearing the Combined Defence Service Examination (CDSE) followed by an SSB interview. Candidates who join the Army as Short Service

Commission are engaged for tenure of 5 years; however they have the option to continue as permanent commission, if they desire to continue their service further. Candidates who have passed their class 12 of the

10+2 system of education or equivalent and are within the age group of

161/2 to 19 years are eligible for NDA examination followed by SSB interview. Advertisements are notified twice a year during March/April and

October/November by Union Public Service Commission (UPSC). For entry in Indian Army through IMA, candidates have the option of Direct Entry,

Engineering Graduate Entry, University entry Scheme and 10+2 PCM

(Technical) Entry scheme. Any candidate having a gradu ation degree, falling under the age group of 19 to 24 years is eligible for Direct entry by appearing the Combined Defence Service Examination (CDSE) followed by an SSB interview conducted by UPSC. Engineering graduates may apply to

9 Additional Directorate General of Recruiting (TGC), Army HQ, West Block

III, RK Puram, New Delhi - 110066 for direct SSB interview for Engineering

Entry. For University Entry Scheme which is commenced in the month of

July each year, the applicant should be in the final or pre -final year of an engineering degree course and qualify the campus interview and SSB interview. Candidates who have passed 10+2 with aggregate marks and are between 161/2 and 191/2 years of age are eligible for 10+2 PCM (Technical)

Entry. The candidates should apply directly to the Recruitment Directorate.

5.8.3 The Indian Army also recruits women in the Officer cadre under its special recruitment scheme for women. Indian women, who have done graduations and post-graduation, wishing to be an Army Officer may apply for the Short Service Commission. The applications will be first of all screened by the Recruiting Directorate of the Army Headquarters and the candidates are allowed to appear the SSB test. Selected candidates are trained at the officer Training Academy (OTA), Chennai. One should be a

Graduate/Post-Graduate to apply. After the written exam. there is the SSB interview. And finally, the medical examination.

5.8.4 The Director General of the Armed forces Medical services conducts an all India competitive exam for recruitment of Regular Commissioned

/Short Service Commissioned Medical Officers from the graduates /Post graduates of Civil Medical Colleges. Selected candidates undergo trainin g and education from the Armed Forces medical College (AFMC), Pune and after the successful completion of the course; the graduates are inducted

9 in the Army as permanent Commissioned Medical officers in the Armed

Forces.

5.8.5 Recruitment in Indian Army for ranks other than officers such as

Non-Commissioned ranks and Jawans is conducted through the Branch

Recruiting Offices (BRO) and Head Quarter Recruiting Zones. The dates of the recruitment rallies are notified in all the leading local news papers of the respective location and also in the Candidates who join the Army as

Short Service Commission are engaged for tenure of 5 years; however they have the option to continue as permanent commission, if they desire to continue their service further. Candidates who have passed their class 12 of the 10+2 system of education or equivalent and are within the age group of 161/2 to 19 years are eligible for ND A examination followed by SSB interview. The recruitment procedure follows a series of procedures such as;

Checking of documents.

Physical measurements.

Physical fitness test.

Medical examination.

Written examination.

Preparation of merit list.

Enrollment and Dispatch of selected candidates in order of merit to Centres.

9 5.8.6 The test is comprised of both written test and physical and medical fitness test. The Common Entrance Examination (CEE) conducted on last Sundays of each month for recruitment of Soldiers consists of the following two papers; Paper -I - Compulsory for all soldier categories & Paper-II - For Soldier Technical, Soldier ClK

(GD/SKT) and Soldier Nursing Assistant.

9 INDIAN NAVY

5.9 INTRODUCTION

5.9.1 The Indian Navy is the naval branch of the armed forces of India. It currently has approximately 67,000 personnel on active duty, including

5,000 members of the naval aviation branch, 2,000 marine commandos and

1,000 Sagar Prahari Bal soldiers, making it the world's fifth largest navy in terms of personnel. The Indian Navy currently operates more than 155 vessels, including the aircraft carrier INS Viraat, along with operational jet fighters. Though the primary objective of the navy is to secure national maritime borders, India also uses its navy to enhance its international relations through joint exercises, port visits and humanitarian missions, including disaster relief. In recent years, the Indian Navy has undergone extensive modernization and expansion with an intention to increase its capabilities as a recognized blue-water navy.

5.9.2 ROLE

The Indian Navy sees several principal roles for itself:

In conjunction with other armed forces of the union, act to deter or defeat any threats or aggression against the territory, people or maritime interests of India, both in war and peace;

9 Project influence in India's maritime area of interest, to further the

nation’s political, economic and security objectives;

In cooperation with the Indian Coast Guard, ensure good order and

stability in India's maritime zones of responsibility.

Provide maritime assistance (including disaster relief) in India's

maritime neighbourhood.

To play a key role as part of 'a pluralistic security order' for a be tter world.

5.9.3 PERSONNEL

5.9.3.1 COMMISSIONED OFFICERS

The Commander of the Navy is the Chief of Naval Staff (CNS). Admiral

Nirmal Kumar Verma, who was formerly the Eastern Naval Commander at

Visakhapatnam, has assumed responsibility as the head of Navy from incumbent Admiral Sureesh Mehta, who retires from service .

While the provision for the rank of Admiral of the Fleet exists, it is primarily intended for major wartime use and honour. No officer of the Indian Navy has yet been conferred this rank. (Both the Army and Air Force have had officers who have been conferred with the equivalent rank - Field Marshals

Sam Manekshaw and Cariappa of the Army and Marshal of the Indian Air

Force (MIAF) Arjan Singh.)

9 5.9.3.2 ENLISTED PERSONNEL - ORGANIZATION INDIAN NAVAL

ESTABLISHMENTS.

The Indian Navy is divided into the following broad categories:

Administration

Logistics and Material

Training

Fleets Naval Aviation Submarines

5.10 COMMANDS

5.10.1 The Indian Navy operates four Commands. Each Command is headed by a Flag Officer Commanding-in-Chief in the rank of Vice Admiral.

5.10.2 The Far Eastern command, a joint Navy, Army and Air force command was set up in the Andaman and Nicobar Islands in 2001 as a strategic area of defence. It was created to safeguard India's strategic interests in Southeast Asia and the Strait of Malacca. The Indian Navy plays a major role in patrolling the area with the Indonesian Navy, Royal

Malaysian Navy and Royal Thai Navy. India and Australia signed an agreement to provide maritime security in the Asia Pacific region.

9 5.11 BASES. Indian Navy has Tu-142 and IL-38SD stationed at Arakkonam

Naval Air Station.

5.11.1 In 2005, the Indian Navy commissioned INS Kadamba at Karwar,

100 km from Goa. This is the third operational naval base after Mumbai and

Vishakapatnam and the first to be controlled exclusively by the Navy. (The other bases share port facilities with civilian shipping, but this one is for purely naval use.) Built under Phase I of the multi-billion dollar 'Project

Seabird', it is the largest naval base in the region. [69] Asia's largest Naval academy INS Zamorin, was inaugurated at Ezhimala, in January 2009 by the

Prime Minister of India. Another naval base is being pla nned for the eastern shores, near Vishakapatnam at a cost of USD 350 million. The base, which will be located fifty km south of Vishakapatnam in Rambilli Mandal, will have comprehensive anti-aircraft, anti-submarine and amphibious capability. The Indian Navy is setting up a Naval Station in Madagascar, to monitor and patrol the coast of Mozambique as well as the Southern Indian

Ocean. The Indian Navy also has berthing rights in Oman.

5.12 MARINE COMMANDO FORCE

The Marine Commando Force (MCF), also known as MARCOS, is a special forces unit that was raised by the Indian Navy in 1987 for direct action, special reconnaissance, amphibious warfare and counter -terrorism. In

1988, the MARCOS successfully rescued several hostages, including

Maldives' then-Minister of Education, aboard a ship hijacked by PLOTE

9 mercenaries during Operation Cactus. The MARCOS are also deployed to prevent infiltration through the Jhelum and Wular Lake and are involved in covert counter-terrorism operations in and around lakes and rivers i n

Jammu and Kashmir. The MARCOS were also involved in the rescue mission of hostages captured by the terrorists in Taj Mahal Palace & Tower luxury hotel in Mumbai as part of a large terrorist attack in Mumbai metropolis in November 2008.

5.13 SHIPS

The names of all commissioned ships (and Naval Bases) of the Indian Navy are prefixed with the letters INS, designating Indian Naval Ship or Indian

Navy Station. The fleet of the Indian Navy is a mix of domestic built and foreign vessels and is expanding with new inductions. India often builds destroyers, frigates and corvettes.

5.14 DESTROYERS

The Indian Navy currently operates the Delhi and Rajput class guided- missile destroyers. The next-generation, Kolkata class vessels are expected to be commissioned starting in 2012.

5.15 FRIGATES

The guided-missile frigates currently in service are the Talwar class,

Bra hmaputra class and Godavari class. The Nilgiri class (variants of the

British Leander class) vessels have all been decommissioned. The 3 9 Advanced Talwar class frigates (Krivak IV) are also scheduled for delivery by 2012. The new-generation Shivalik class vessels have stealth features incorporated into them and the lead vessel has been commissioned in

2010.

5.16 CORVETTES The Indian Navy currently operates the Kora, Khukri,

Veer and Abhay class corvettes. The next-generation Project 28 and Project

28A class of corvettes are expected to be commissioned starting in 2012.

10.15 AMPHIBIOUS WARFARE VESSELS

The Indian Navy has an Amphibious transport dock of the Austin class, re - christened as INS Jalashwa in service. Besides, it also maintains a fleet of tank landing ships and other smaller vessels.

5.17 AIRCRAFT CARRIERS

The Indian Navy presently has one aircraft carrier in active service — INS

Viraat. The carrier is planned for decommissioning after the induction of the first domestically built Vikrant class aircraft carrier. The Indian Navy will also induct the Russian-built INS Vikramaditya in 2012.

5.18 SUBMARINES.

These submarines are deployed with of INS Sindhurakshak (S63), a

Sindhughosh class submarine.

5.19 DIESEL SUBMARINES

9 The Indian Navy currently maintains a fleet of diesel -electric submarines, primarily of the Sindhughosh and Shishumar classes. India signed a deal for six Scorpène class submarines with MESMA air -independent propulsion and construction has begun. These submarines will join the

Indian Navy from 2012 onwards.[79] The Indian Navy may arm its Kilo class submarine fleet with the BrahMos cruise missiles after successfully completing test launches from the submarine.[80] India will issue request for proposals for another six submarines in financial year 2008 -09.

5.20 UNMANNED SUBMARINES

The National Institute of Oceanography has developed the Autonomous

Underwater Vehicle (AUV) that has applications in the field of oceanographic research. Also an Autonomous Surface Vehicle (ASV) has been developed.

5.21 NUCLEAR POWERED SUBMARINES

5.21.1 A Charlie class nuclear submarine, then known as INS Chakra, leased between 1988-1991 by the Indian Navy. In January 1988, India leased for three years an ex-Soviet Charlie class nuclear powered guided missile submarine with eight Ametist (SS-N-7 Starbright) anti-shipping missile launchers. In the Indian Navy, the vessel was christened INS Chakra, and the submarine was manned by an Indian crew. Upon expiration of the ship

1 leasing term in 1991, the submarine was returned to Russia and joined the

Pacific Fleet of the Russian Navy.

5.21.2 India's indigenously designed and built nuclear -powered ballistic missile submarines of the Arihant class are expected to be commissioned starting in 2011. The lead vessel of the class, INS Arihant, was launched fo r sea-trials on 26 July 2009 in Visakhapatnam. [84] The Navy plans to have six

SSBN's in service

5.22 PLANNED ACQUISITIONS

5.22.1 The Navy is purchasing from Russia the Kiev class aircraft carrier

Admiral Gorshkov (INS Vikramaditya), which will be delivered to India by

2012. The Indian Navy is also negotiating with Russia for the acquisition of further Advanced Talwar class frigates, and six conventional submarines.

5.22.2 India started a program in 1985 to develop indigenous technologies for building a nuclear-powered submarine, known as the Advanced

Technology Vessel (ATV) project .The first Advanced Technology Vessel is called INS Arihant, was launched on 26 July 2009. The hull for the vessel has been built by Larsen & Toubro at its A naval version of a nuclear reactor has been developed at the Indira Gandhi Centre For Atomic

Research, Kalpakkam and will be deployed on the submarine's hull after miniaturization. The Prototype Testing Centre (PT C) will be used to test the

101 submarine's turbines and propellers. A similar facility is operational at

Vishakapatnam to test the main turbines and gear box.

5.22.3 Once the vessel is completed, it may be e quipped with K-15 as well as Sagarika/Agni-III ballistic missiles and advanced Indian made sonar systems. According to defense sources, the ATV is expected to be commissioned in 2010. Each unit will cost one billion U.S. dollars.

Government has given approval for constructing the follow on SSBN's which will be larger than the Arihant class submarines. Approval has also been given for the construction of SSN's which will escort the SSBN's.

5.22.4 India is reportedly paying two billion dollars for the complet ion of two Akula-II class submarines which were 40 -60% completed. Three hundred Indian Navy personnel are being trained in Russia for the operation of these submarines. India has finalized a deal with Russia, in which at the end of the lease of these submarines, it has an option to buy them. According to report, the first submarine will be commissioned into the Indian Navy in September, 2009. The first submarine will be named INS

Chakra, it is currently undergoing trials in the Pacific ocean.

5.23 AIRCRAFTS

The naval air-arm is an important component of the Indian Navy. The Indian

Navy air arm consists of Sea Harrier jets that operate from the aircraft carrier INS Viraat and also from INS Jalashwa. Recently, the Harriers were

102 modernized for Beyond Visual Range missile capability. The Kamov -31 provide the Airborne Early Warning cover for the fleet. In the anti - submarine role the Sea King, Ka-28 and the domestic built HAL Dhruv are used. The MARCOS use Sea King and HAL Dhruv helicopters while conducting operations. Reconnaissance operations are carried out by

Tupolev 142, Ilyushin 38, Dornier Do 228 aircraft, as well as HAL Chetak helicopters. The Aircraft used for carrying out roles of a strategic bomber and as a maritime strike are carried out by 4(3 more on order) Tupolev Tu -

22M, which is also capable of performing reconnaissance missions. The

UAV arm consists of around 30 UAVs like Heron and Searcher -IIs that are operated from ships and shore for better surveillance. The Indian Navy also maintains a four aircraft aerobatic display team, the Sagar Pawan. The

Sagar Pawan team will be replacing their present Kiran HJT -16 aircraft with the newly developed HJT-36 aircraft. The Indian Navy has also placed an order for 8 P-8I Poseidon long-range maritime reconnaissance (LRMR) aircraft. In January 2004, the Indian Navy signed a contract for the delivery of 12 MiG-29K and 4 MiG-29KUB to be operated from INS Vikramaditya.

The first MiG-29KUB manufactured for the Navy took to the skies in May

2008. The first four aircraft were delivered to India in February 2009. There were also reports that the Indian Navy would purchase an additional 30

MiG-29Ks and -KUBs for the Indigenous Aircraft Carrier. The Indian Navy has a requirement of 50 Naval Tejas aircraft. The first prototype NP -1 is expected to fly in 2010. The Indian Air Force also has a maritime strike

103 role, providing support to the Indian Navy. It operates SEPECAT Jaguar and Sukhoi Su-30MKI Aircraft in this role. The Jaguars are armed with the

Sea Eagle missile, which will be replaced with the Harpoon missile. [105] Su-

30MKI and the Il-38 will be armed with the air-launched version of the

Brahmos cruise missile.

5.24 WEAPON SYSTEMS

Brahmos supersonic cruise missile is becoming the primary anti -ship missile of the Indian Navy. The Indian Navy uses modern technology and weapon systems, most of which are imported from foreign countries.

Others, like the BrahMos supersonic cruise missiles, are jointly developed.

There are reports on the joint development by India and Israel of the Barak -

II missile system, an improved, longer range version of the Barak-I air defence missile which is operational on Indian Navy ships. [106] The Barak-I is used on most of the main ships of the Indian Navy. The Indian Navy's nuclear deterrence capability is based on Sukanya class ships armed with the Dhanush ballistic missiles that has a range of 350 km. India has a number of foreign made cruise missile systems, including the Klub SS -N-

27. It also has its own Nirbhay cruise missile systems under development.

The Sagarika (Oceanic) submarine launched ballistic missile (SLBM), which has a range of at least 700 km (some sources claim 1000 km) forms part of

India's nuclear triad. Another successful program has been the adaptation of the Yakhont anti-ship missile system into the BrahMos by the NPO and

104 the DRDO. The BrahMos has been tailored to Indian needs and uses a large proportion of Indian-designed components and technology, including its fire control systems, transporter erector launchers, and its onboard navigational attack systems. The successful test of Brahmos from INS

Rajput (D51) provides Indian Navy with precision land attack capability.

5.25 ELECTRONIC WARFARE AND SYSTEMS MANAGEMENT

San graha is a joint electronic warfare program of the Defence Research and Development Organisation (DRDO) and the Indian Navy. The system comprises a family of electronic warfare suites, such as Ajanta and Ellora, for use on different naval platforms capable of intercepting, detecting, and classifying pulsed, carrier wave, p ulse repetition frequency agile, frequency agile and chirp radars. The systems employ a modular approach facilitating deployment on various platforms like helicopters, vehicles, and small ships. Certain platforms, apart from ESM (electronic support measures), have ECM (electronic countermeasure) capabilities. Advanced technologies like multiple-beam phased array jammers are employed in the system for simultaneous handling of multiple threats. The Indian Navy also relies on information technology to face the challenges of the 21st century.

The Indian Navy is implementing a new strategy to move from a platform centric force to a network-centric force by linking all shore -based installations and ships via high-speed data networks and satellites. [110]

This will help in increased operational awareness. The network is referred

105 to as the Navy Enterprise Wide Network (NEWN). The Indian Navy has also provided training to all its personnel in Information Technology (IT) at the

Naval Institute of Computer Applications (NICA) located in Mumbai.

Information technology is also used to provide better training, like the usage of simulators and for better management of the force.

Indian Naval Academy Indian Naval Air Arm

Naval ranks and insignia of India

Project Seabird

Indian Ancient Maritime History

Kanhoji Angre - Notable Maratha Admiral based on whom INS Angre

- the western naval command - is named.

Kunjali Marakkar - Navy Chief of the Zamorin

Chempil Arayan Middle Ground Coastal Battery & Indian Coast Guard

106 INDIAN AIR FORCE

INTRODUCTION

5.26 The Indian Air Force ,IAF; is the air arm of the armed forces of India founded on 08 October 1932. Its primary responsibility is to secure Indian airspace and to conduct aerial warfare during a conflict. It was officially established on 8 October 1932 as an auxiliary air force of the Indian Empire and the prefix Royal was added in 1945 in recognition of its services during

World War II. After India achieved independence from the United Kingdom in 1947, the Royal Indian Air Force served the Union of India, w ith the prefix being dropped when India became a republic in 1950. Since independence, the IAF has been involved in four wars with neighboring

Pakistan and one with the People's Republic of China. Other major operations undertaken by the IAF include Operation Vijay, Operation

Meghdoot and Operation Cactus. Apart from conflicts, the IAF has been an active participant in United Nations peacekeeping missions. The President of India serves as the Commander-in-Chief of the IAF. The Chief of Air

Staff, an Air Chief Marshal (ACM), is a four star commander and commands the Air Force. There is never more than one serving ACM at any given time in the IAF. One officer has been conferred the rank of Marshal of the Air

Force, a 5-star rank and the officer serves as the ceremonial chief. With strength of approximately 170,000 personnel and 1,308 aircraft, the Indian

Air Force is the world's fourth largest. In recent years, the IAF has

107 undertaken an ambitious expansion and modernisation program to replace its aging Soviet-era fighter jets. Among the various expansion plans is the

MRCA program under which the IAF plans to induct 126 fighter jets at a cost of US$12 billion.

5.27 MISSION

The IAF's mission is defined by the Armed Forces Act of 1947, Constitution of India and the Air Force Act of 1950, in the aerial battlespace, as: Defence of India and every part thereof including preparation for defence and all such acts as may be conducive in times of war to its prosecution and after its termination to effective demobilisation. [5] Moreover, the air force, along with the other branches of the Indian armed forces, can assist local and state governments; if assistance is sought by such govern ment during natural disasters and for maintaining internal security.

5.28 STRUCTURE OF THE IAF

The President of India is the Supreme Commander of all Indian armed forces and by virtue of that fact is the notional Commander of the Air

Force. India's Ministry of Defence under the Defence Minister oversees the

Air Force, by way of direct civilian leadership. The Prime Minister and the

National Security Council provide indirect leadership by shaping government security policy. A Chief of the Air Staff with the rank of Air

Chief Marshal commands Air Headquarters and provides military

108 leadership. He is assisted by six officers: a Vice Chief of the Air Staff, a

Deputy Chief of the Air Staff, the Air Officer in Charge of Administration, the Air Officer in Charge of Personnel, the Air Officer in Charge of

Maintenance, and the Inspector General of Flight Safety. In January 2002, the government conferred the rank of Marshal of the Ai r Force on Arjan

Singh making him the first and only Five Star rank officer with the Indian

Air Force and ceremonial chief of the air force.

5.29 COMMANDS AND STRUCTURE

The Indian Air Force is divided into five operational and two functional commands. Each Command is headed by an Air Officer Commanding -in-

Chief with the rank of Air Marshal. The purpose of an operational command is to conduct military operations using aircraft within its area of responsibility, whereas the responsibility of functional comman ds is to maintain combat readiness. Aside from the Training Command at

Bangalore, the center for primary flight training is located at the Air Force

Academy in Hyderabad, Andhra Pradesh, followed by operational training at various other schools. Advanced officer training for command positions is also conducted at the Defence Services Staff College; specialised advanced flight training schools are located at Bihar, Karnataka, and

Hakimpet, Andhra Pradesh (also the location for helicopter training).

Technical schools are found at a number of other locations.

109 OFFICERS

5.30 Anyone holding Indian citizenship can apply to be an officer in the Air

Force as long as they satisfy the eligibility criteria. There are four entry points to become an officer. Male applicants, who are between the ages of

161/2 and 19 and have passed high school graduation, can apply at the

Intermediate level. Men and women applicants, who have graduated from college (three year course) and are between the ages of 18 and 28, can apply at the Graduate level entry. Graduates of engineering colleges can apply at the Engineer level if they are between the ages of 18 and 28 years.

The age limit for the flying and ground duty branch is 23 years of age and for technical branch is 28 years of age. After completing a master's degree, men and women between the ages of 18 and 28 years can apply at the Post

Graduate level. Post graduate applicants do not qualify for the flying branch. For the technical branch the age limit is 28 years and for the ground duty branch it is 25. At the time of application, all applicants must be single.[69] The IAF selects candidates for officer training from these applicants. After completion of training, candidate are commissioned as

Flying Officers.

110 CHAPTER – 6

INDIAN ARMY

COMPARISON WITH

GLOBAL ARMIES

111 CHAPTER – 6

INDIAN ARMY : COMPARISON WITH GLOBAL ARMIES

INTRODUCTION

6.1 Modern Indian Army has been structured on the lines of the British

Army. A large number of changes in the organization, values and deployment strategies of Indian Army, have come up with passage of time.

Pakistan Army also has been working more or less on the lines of the

British Army. A comparison of Indian Army with some of the world‘s largest armies like British Army, United States Army and Pakistan Army has been carried out in the succeeding paragraphs.

A. BRITISH ARMY

6.2 The British Army consists of the General Staff and the deployable Field

Army and the Regional Forces that support them, as well as Joint elements that work with the Royal Navy and Royal Air Force. The Army carries out tasks given to it by the democratically elected Government of th e United

Kingdom (UK). Its primary task is to help defend the interests of the UK, which consists of England, Wales, Scotland and Northern Ireland. This may involve service overseas as part of a North Atlantic Treaty Organisation

112 (NATO) Force or any other multi-national deployment. Soldiers may also be deployed on United Nations (UN) operations and used to help in other emergencies.

6.3 THE REGIMENTAL SYSTEM

The increasing demands of imperial expansion together with inefficiencies highlighted during the Napoleonic Wars led to the Cardwell and Childers

Reforms of the late 19th century. These gave the British Army its modern shape, and defined its regimental system. The Haldane Reforms of 1907, formally created the Territorial Force which still exists as the Army‘s volunteer reserve component.

6.4 COMMAND STRUCTURE

The command structure is hierarchical with divisions and brigades responsible for administering groupings of smaller units. Major Units are regiment or battalion-sized with minor units being smaller, either company sized sub-units or platoons. All units within the service are either Regular

(full-time) or Territorial Army (part-time), or a combination with sub-units of each type.

6.5 NAMING CONVENTIONS

Units names differ for historical reasons. An infantry regiment is an

administrative and ceremonial organisation only and may include several

113 battalions. An infantry battalion is equivalent to a cavalry regiment. For operational tasks a battle group will be formed around a combat unit, supported by units or sub-units from other areas. Such an example would be a squadron of tanks attached to an armoured infantry battle group, together with a reconnaissance troop, artillery battery and engineering support.

6.6 DEMANDS

―The demands on soldiers today are far greater than they have ever been.

They have moved away from the Cold War scenarios of huge formations working en masses. Now the individual soldiers are there ,standing on street corners, having to think for themselves as opposed to having to be told what to do. It is a must to produce problem -solvers, managers and leaders, and this is why the British soldier has been so successful in recent operations.

‖ 6.6.1 Adjutant General himself is his equivalent of a CEO and HR director rolled into one. His department comprises around 328 ETS officers who, if one is looking for parallels in civilian life, are the Army‘s training professionals – providers and deliverers of education and training. They all hold a Postgraduate Certificate of Education, but also happen to be trained for combat. Many of them work out of the 36 Army Education Centres spread across the UK, Germany and Cyprus and others are based at the

Army training colleges and regiments.

114 6.6.2 There are also 80 Army training specialists based up and down the country who are pedagogically and technically qualified to create courses from scratch to meet the Army‘s highly specialised training needs when it comes to introducing new pieces of kit, such as a new weapons syste m. In addition, there are civilian tutors and training support staff working within

ETS.

115 6.7 OBJECTIVESOFTHEBRITISHARMY‘SEDUCATIONALAND TRAINING SERVICES (ETS)

6.7.1 APPROACHES

There are some fundamental approaches to training that sets the Army apart. Firstly, education and training is part of everyday life in the Army since almost every activity can be linked with professional or personal development in some way. And such is th e team ethos that the task of carrying it out doesn‘t begin and end with the ETS.

6.7.2 ―Everyone must have buy-in when it comes to education and training, commented Head of the Training. ―It‘s not just the authorities

[within ETS]‖ who are involved in dev eloping people, anybody in any position of authority wants to develop their subordinates. The other major area in which it differs is by taking a far more holistic approach‖ to education and training for the individual than other organisations, with its

=Whole Life Development‘ concept. This approach brings together three strands: professional development (ensuring recruits have the skills they need to do their job effectively), career management (which deals with the soldier‘s progression through the ranks and from posting to posting) and personal development.

WHOLE LIFE DEVELOPMENT

6.7.3 ―We look at the individual and assess any deficits they have, and look at what they need to bring them up to speed to do their job properly –

116 which might entail some additional fitness training or improving their literacy, says Head of the training British Army, who explains that all new recruits‖ are given a Personal Development Record to detail their education and training throughout their career.

6.7.4 The third strand – personal development – is the one that is perhaps harder to quantify and value. ―This was thought of as rather obtuse because it wasn‘t seen as relevant to operational efficiency, but it has a part to play, says Filler. ―For instance, if someone decides to learn a language, it should‖ be recorded as it could be useful. Similarly, if someone is a tri athlete, this contributes to the Army image and role.

‖ 6.7.5 Opportunities for personal development abound in the Army, and can take the form of adventurous training (everything from abseiling to white - water rafting), sport in general, extra-curricular study (such as Open

University degrees) and other activities, such as pastimes and hobbies

6.7.6 ―The man who had the crucial knowledge about the waters was a

Major from the Royal Marines who spent all his spare time sailing and exploring the local area while serving as the local commander during the

1970s, he says. Within the Whole Life Development cycle are a number of structured‖ training programmes and learning initiatives that ETS has put in place. One of its most recent projects is the Command Leadership and

Management (CLM) concept for soldiers based on the best leadership and management thinking available. It is designed to ensure that soldiers are

117 properly prepared for the leadership and management challenges they meet as they rise through the ranks.

6.7.7 The Junior Officer Leadership Programme, meanwhile, marks another first by being a non-examinable development course with a far less didactic approach than previous Army teachings. It is interactive and based upon a non-threatening and reflective approach to learning. It‘s all about enabling officers to challenge and test hypothesis and is based upon working through the cognitive domain of Benjamin Bloom‘s Taxonomy of

Educational Objectives. ―They start with a simple scenario on day one, which then builds up, and by Friday, all sorts of things are being thrown at them. The feedback from students so far has been extremely positive, and the reason we‘re doing it is once again to develop that competitive edge.

Some of the major aspects of the training and education of a British soldier‖ are given as under which play a major part in his Army career .

6.8 TRAINING

6.8.1 From the day they join and start basic training , to career courses where they learn a trade and gain City & Guilds, NVQ or

HNC qualifications, right through to the day they leave the Army and gain further resettlement training for their future career in civilian life.

6.8.2 Army training covers a wide range of trades from catering to piloting a helicopter and is designed to equip with the necessary skills to help to do

118 the job. Training is a vital part of every soldier‘s and officer‘s professional development in the Army.

6.8.3 This section tells all about the different types and levels of training within the Army, from the moment one joins and carries out Phase 1 training, to learning a Trade and Phase 2 training, to upgrading your skills with Phase 3 training.

6.9 SOLDIER INITIAL TRAINING

6.9.1 Whether one joins the Infantry or joins as a Tradesman, one has to go through Initial Training to be a Soldier first. Infantry recruits will be trained by the School of Infantry at Catterick and others at a camp in

Bassingbourn, Pirbright, Winchester or Harrogate.

6.9.2 Initial Soldier Training is conducted at a number of sites around the country depending on your age and which bit of the Army one is joining.

All Standard Entry (over 17) infantry training is conducted by the School of

Infantry at the Infantry Training Centre (ITC) Catterick. It conducts combined Phase 1 and Phase 2 training for all infanteers on the 6 month Combat Infantryman‘s Course (CIC).

6.9.3 The rest of the Army is trained by the various units that make up the

Initial Training Group (ITG). Three Army Training Regiments (ATRs) deliver

Standard Entry (over 17) training, 2 at Pirbright and 1 at Bassingbourn. In

119 addition, Junior Soldiers (between 16 and 17) are trained at either the Army

Foundation College in Harrogate or the Army Training Regiment in

Winchester.

6.9.4 The Infantry Training Centre Catterick (ITC Catterick) trains all

Infantrymen joining the British Army and produces some of the best

Infantry soldiers in the world.

6.9.5 Recruits joining any of the Infantry Regiments, including The Footguards, The Parachute Regiment and The Brigade of Gurkhas undertake all their initial training at ITC Catterick. They complete the relevant Combat Infantryman‘s Course, which represents their combined

Phase 1 and 2 training.

6.9.6 Junior entry Infantry soldiers (aged 16 -17) receive Phase 1 training either at Army Training Regiment Winchester or at the Army Foundation

College Harrogate. They then come to ITC Catterick to complete their

Phase 2 training.

6.10 AFC HARROGATE

6.10.1 If one leaves a school aged between 16 and 17 years and one month of age on joining, the AFC(H) offers a unique opportunity to learn as

one earns. The Army Foundation College is located in Harrogate, North

120 Yorkshire and trains young people to become Junior Soldiers for a variety of cap badges.

6.10.2 Through first class military training and vocational education, the

Army Foundation College offers a unique opportunity for Junior Soldiers to learn as they earn. They gain the soldiering skills needed in the modern

Army and get a head start at a challenging and fulfilling career.

6.10.3 Those training here need to be aged between 16 years and 2 months and 17 years and 1 month of age. This ensures that they are at least 17 and a half by the end of their Phase 2 training, so that they can join in all of their Regiment‘s activities.

6.11 ATC PIRBRIGHT

4.11.1 The largest Phase 1 training establishment within Initial Training

Group (ITG) organization for training 17 year olds and over. The Army

Training Centre at Pirbright is located approximately 30 mile s west of

London, close to the towns of Aldershot and Guildford.

6.11.2 ATC (Pirbright) delivers Phase 1 Training for new recruits joining:

Army Air Corps

Royal Regiment of Artillery

Royal Corps of Signals

121 Royal Logistic Corps

122 Adjutant General‘s Corps Royal Army Medical Corps Intelligence Corps

All female adult entry soldiers

6.12 ATR BASSINGBOURN

A large and historic training establishment located near Cambridge responsible for Standard Entry (over 17). The Army Training Regiment

Bassingbourn (ATR(B)) has excellent training, recreational and welfare facilities for soldiers and lies just to the south west of Cambridge.

6.13 ATR WINCHESTER

6.13.1 One of the most modern camps in the British Army, geared up to train recruits aged between 16 and 17. The Army Training Regiment

Winchester (ATR(W)) is based on the outskirts of Winchester in the south of England.

6.13.2 ATC (Winchester) delivers Phase 1 Training for:

The Royal Armoured Corps

The Infantry

The Royal Regiment of Artillery

123 The Royal Corps of Signals

Army Air Corps

The Royal Logistics Corps

Royal Electrical and Mechanical Engineers

The Adjutant General‘s Corps

The Army Medical Services The Corps of Army Music

6.14 TRADE TRAINING

Trade Training can come in many forms from fixing attack helicopters, to building bridges (or blowing them up) and from driving vehicles such as a

Challenger Tank, to driving or firing the AS90 self propelled gun.

6.14.1 ARMOUR

The British Army‘s centre of excellence for training in the core skills of armoured warfare is The Armour Centre in Bovington. The centre trains soldiers in driving & maintenance of Armoured Fighting Vehicles (AFVs), and operation of weapons‘ systems

6.14.2 ARTILLERY

The Royal School of Artillery based in Larkhill in Wiltshire is the home of

Artillery. This link will take to the Royal Artillery homepage until the Royal

School of Artillery‘s site is constructed.

124 6.14.3 AVIATION

The Army Aviation Centre based in Middle Wallop in Hampshire is the home of Army Aviation. This link takes to the Army Air Corps home page until the Army Aviation Centre site is constructed.

6.14.4 ENGINEERING

The Royal School of Military Engineering based in Chatham in Kent, and

Minley Manor in Hampshire is the home of the Military Engineers. This link will takes to the Royal Engineers home page until the Royal School of

Military Engineering site is constructed.

6.19 LOGISTICS

6.19.1 The Defence College of Logistics and Personal Administration is based in Worthy Down in Hampshire. From tanks and ammunition to letters and food, one gets the right amount of the right kit to the right people in the

right place at the right time – enabling the Army to do its job, and boosting morale along the way. One has to fight logistics through to keep the army working, moving and communicating.

6.19.2 The Royal Logistics Corps (RLC) works all over the world, in all conditions:

On land, sea and in the air

125 Night and day

126 In rain, shine and snow

In mountains, desert, built up areas and jungle terrain

6.19.3 RLC is also experts at helping, protecting and advising civilians who get caught up in conflicts, natural disasters or any other s ituation where one is needed. RLC is always found wherever one finds the Army.

It‘s RLC‘s job to get everything set up, keep everything safe and make sure everything runs smoothly – whatever it takes. The RLC is the largest corps in British army, with over 16,000 soldiers and officers working and operating in regiments of every type. One has to be proud of what they can do, and of each other.

6.20 PROJECTS ON THE GO

Other projects and initiatives currently in progress include the pilot of a new online foundation business and management degree in conjunction with Uk University and Bournemouth and Leeds Metropolitan universities, and a partnership with the Chartered Management Institute, which enables soldiers to gain externally certified qualifications. Both of these are part of the Army‘s bid to develop wider partnerships with professional institutions, awarding bodies and universities. Accreditation of courses is seen as vital for the future of Army education and training, and also for individuals rejoining the civilian world (the responsibility for Army resettlement also resides with ETS).

127 6.21 LIFE AFTER THE ARMY

6.21.1 For a new recruit, day one of Army life is also the first day that they start preparing to leave the Armed Forces. This paradoxical statement underlines the organisation‘s dedication to Whole Life Development, and acknowledges that the Army doesn‘t necessarily offer a career for life. ―It‘s our duty to help recruits move on to a second career when they leave the

Army, says the Brigadier.

6.21.2 ―As a large national employer, we‘re contributing to UK placements , he further says. About 9,000 people are placed back into the civilian world‖ every year, and they go back better quali fied and educated than they were when they arrived.

‖ 6.22 TRAINING SOLDIERS IN HR BEST PRACTICE

6.22.1 Command Leadership and Management (CLM) is a new course introduced in January for all non-commissioned officers (NCOs). ―The

Army is known for its leadership in the field, but we were finding that this wasn‘t transferring back to the barracks, adds chief of staff of the

Educational and Training Services (ETS) Branch‖ of the Adjutant General‘s

Corps.

6.22.2 The course took three years to develop and was bu ilt from scratch with the best management and leadership thinking available. It is designed to give soldiers a toolkit of practices and procedures as they progress through the ranks from Lance Corporal to Warrant Officer Class 1 (WO1),

128 the highest rank a soldier can reach. Content is mapped onto national standards including BTEC and NVQ and runs from GCSE right up to postgraduate level.

6.22.3 The course is delivered through a combination of education and training to prepare a soldier for promotion to the next rank. The Army aims to put 7,500 soldiers through modules of the course each year. Although it‘s still early days as far as feedback is concerned, the Army =rumour service‘ website has featured positive discussion about CLM at soldier level. In effect, it is HR management training for the soldier, says Caswell, stressing that it is fairly =ground-breaking stuff‘ for the Army. ―We‘re very excited about it, he says. ―Modules in the course include change management and‖ 360-degree appraisals – a radical concept for such a hierarchical organisation.

‖

129 B. US ARMY

6.23 INTRODUCTION

6.23.1 The U.S. Army, a key component of the U.S. Armed Forces, is made up of the best-trained, most dedicated, most respected Soldiers in the world — protecting America‘s freedoms at home and abroad, securing our homeland, and defending democracy worldwide.

6.23.2 A Soldier in the U.S. Army is the embodiment of physical stren gth, emotional strength and strength of purpose. As a Soldier, you will be prepared to serve our country whenever and wherever you are needed, combat-ready at all times, trained to counter any threat, anywhere.

6.24 PERSONNEL

6.24.1 Today, the U.S. Army is composed of over 675,000 Active Duty and

Army Reserve Soldiers. See how this force is structured into units such as squads and divisions. And discover how many Soldiers serve in each of the many roles available. The strength of the Army lies not only in n umbers but also in the individual Soldier. Because no matter what job they have or rank they hold — there is nothing stronger than a U.S. Army Soldier. The

Army consists of more than 675,000 Soldiers: 488,000 on Active Duty, ready to respond immediately to any mission; 189,000 in the Army Reserve, who can be rapidly mobilized when their skills are needed in times of national emergency or global conflict.

130 6.24.2 Because the Army is made of such a large number of Soldiers, it must be organized into units, each with its own leaders and reporting structure. Each unit—whether it‘s a squad or division—was created to respond to any mission, regardless of size or complexity.

6.24.3 The Army is made of two major components: the Active Duty and

Army Reserve. Those who serve in either component are Enlisted

Soldiers, Non-Commissioned Officers (NCOs), Warrant Officers or

Commissioned Officers.

6.25 SERVICE OPTIONS

Learn the difference between serving full time on Active Duty and part time in the Army Reserve. Depending on the service option or experience, one would be classified either as an Enlisted Soldier or Officer. As a

Soldier in the U.S. Army, one will have several options at joining. No matter which options is chosen, one shows the commitment to the country and to himself — and one wouldl be an important part of the world‘s most powerful Army.

6.26 ACTIVE DUTY & ARMY RESERVE

If it is choosen to serve on Active Duty, one has to serve full time throughout the length of service. Serving in the Army Reserve allows one to commit to the country while one can continue with the civilian career and serve when the real-world experience is needed. Both options have

131 unique advantages. Any Soldier, Active or Reserve, may deploy during their career, based on the needs of the Army and each unit‘s deployment schedule.

6.27 ENLISTED SOLDIERS & OFFICERS

An Enlisted Soldier, will have the specific job skills and the physical and emotional strength to ensure the success of the team on every mission.

Warrant Officers have specific technical or tactical specialties (for example: helicopter pilots). And Commissioned Officers are the managers and problem-solvers who lead other Soldiers in all situations.

Enlisted Soldier

Warrant Officer

Active Duty & Army Reserve

Enlisted Soldiers & Officers

6.28 TRAINING, CAREERS & JOBS

The Army prepares to be the best. That includes expert training in any of over 150 careers. One learns about the unmatched training, job experience and career foundation available as a Soldier in the Army.

132 6.29 VEHICLES & EQUIPMENT

One is always equipped with the world‘s most ad vanced and powerful vehicles and equipment to discover the mobility, firepower, and protection of the aircraft and fighting vehicles, and explore the high -tech gear.

Helicopters & UAVs

Tanks & Fighting Vehicles

Support Vehicles Gear & Weapons

6.30 POST LOCATIONS

As a Soldier, an Army Post is where one lives and trained to be the best.

6.31 RANKS & INSIGNIA

6.31.1 When Soldiers are in uniform, it‘s easy to see their rank. Through out the career, one is encouraged to grow and rise in rank to become a leader.

6.31.2 There is no limit to the opportunities in the Army — so there‘s no limit to what one can learn and achieve. The Army strengthens the future, with expert training in one of over 150 different jobs for Soldiers on Active

Duty and over 120 in the Army Reserve.

133 6.31.2 From working with computers to assisting physicians to fixing helicopters, there‘s an Army job right for every one — providing the experience that will give an edge over those in the civilian world. The

Army also offers the money for college and the chance to interview with

America‘s top corporations.

6.31.3 The training and salary available as a Soldier are only some of the ways the Army strengthens its people for tomorrow. The Army also offers money for education, comprehensive health care, generous vacation time, family services and support groups, special pay for special duties, and cash allowances to cover the cost of living.

6.32 TOTAL COMPENSATION

6.32.1 Army health care, retirement pay and subsidized food, housing and education add up to an attractive salary package

6.32.2 The Congressional Budget Office (CBO) recently estimated that the average Active Duty service member received a compensation package worth $99,000. Non-cash compensation represents almost 60 percent of this package. Non-cash compensation includes health care, retirement pay, childcare and free or subsidized food, housing and education. Coupled with regular cash compensation, this adds up to attractive compensation for Soldiers.

134 6.33 MONEY

From basic pay to special allowances, the earnings of a soldier are given below:

Basic Pay: Active Duty Soldiers Drill Pay: Army Reserve Soldiers

Special Pay: For Special Duties & Skills

Allowances: Covering the Cost of Living

Bonuses: Earning Extra Money

Every Soldier in the Army earns a salary. On top of that, there are allowances, bonuses and educational benefits.

6.34 EDUCATION

One of the most important benefits you can receive as a Soldier is money to further your education or pay off existing student loans. While skills training in the Army is always a priority, so is encouraging Soldiers to attend college or take continuing education courses.

6.35 MONEY FOR THE EDUCATION

The Army is committed to the well being of the community of people who serve and stand ready to defend the nation. Soldiers and their families receive comprehensive health care, life insurance and generous vac ation time.

135 6.36 HEALTH CARE

A Soldier and his family are automatically covered by a comprehensive

HMO-type health care plan called TRICARE that provides medical and dental care at little or no cost. TRICARE enrollees receive most health care at a Military Treatment Facility (MTF), where a primary care manager (PCM) supervises their care. The Army‘s health care team is one of the biggest health care networks in the world, utilizing state-of-the-art technology in world-renowned facilities. A network of ―preferred or ―in-network providers add to the services offered at MTFs. Soldiers‖ and their families‖ are free to make appointments with any authorized provider. Separate programs are available for Soldiers and their families who are on remote assignment or overseas.

6.37 LIFE INSURANCE

Service members‘ Group Life Insurance (SGLI) is a family insurance which is a program of low cost group life insurance for Active Duty and Army

Reserve Soldiers. SGLI coverage is available in $10,000 increments up to the maximum of $400,000. SGLI premiums are currently $.065 per $1,000 of insurance, regardless of the member‘s age.

6.38 VACATION

Time off is an important component of Soldier life and well being. Soldiers on Active Duty receive:

136 30 days vacation earned annually Weekends free*

National holidays* Sick days as needed

6.39 OPERATION BLUE TO GREEN

Whichever way is chosen to serve – either full time on Active Duty,

or part time in the Army Reserve – soon one will become an American

Soldier. The following steps towards enlisting will help make

transition into the U.S. Army easier.

STEP 1 – OPTIONAL

6.39.1 ONLINE FACILITY one can find jobs that are available and apply online using the Army Career

Explorer. If this option is chosen , one will submit the information needed to join the Army. The Army Recruiter will contact and verify the information entered to determine if one has the qualifications necessary to become part of today‘s Army – the finest organization in the world. This will allow one to enter the application information in the calm of his home and have all the personal material available for reference. If this option is not chosen, the Army Recruiter will ask for the information when he is contacted. (step 2).

137 STEP 2

6.39.2 TALKING TO A RECRUITER

Think of an Army Recruiter as auide to the Army and the best

resource to answer questions about joining. Recruiters are ready

with the know-how to help navigate the military future.

STEP 3

6.39.3 UNDERSTANDING THE ASVAB

The Armed Services Vocational Aptitude Battery (ASVAB) is a

multiple-choice test that helps better understand one‘s strengths

and is one of the things that helps identify which Army jobs (Military

Occupational Specialties) are best suited.

STEP 4

6.39.4 VISIT TO MEPS

The Military Entrance Processing Station (MEPS) is where one goes to join the Army. One will get a full physical, select the MOS, and be sworn in as a Soldier in the U.S. Army. SGT STAR is the virtual guide to goarmy.com. He‘s here to help answer any questions one may have about the Army.

138 C. PAKISTAN ARMY

6.40 INTRODUCTION

The Pakistan Army came into existence after independence in 1947 and is currently headed by General Ashfaq Parvez Kayani. The Pakistan Army is a volunteer professional fighting force. The provision of conscription exists in the Pakistani constitution, but it has never been imposed. It has an active force of 550,000 personnel and 528,000 men in reserve.

6.41 COMMAND STRUCTURE

The Chief of the Army Staff (COAS), formerly called the Commander in

Chief (C in C), is charged with the responsibility of commanding the

Pakistan Army. The COAS operates from army headquarters in Rawalpindi, near Islamabad. The Principal Staff Officers (PSO‘s) assisting him in his duties at the Lieutenant General level include a Chief of General Staff

(CGS), under whom the Military Operations and Intelligence Directorates function; the Chief of Logistics Staff (CLS); the Adjutant General (AG); the

Quarter-Master General (QMG); the Inspector General o f Training and

Evaluation (IGT&E); and the Military Secretary (MS). A major reorganization in GHQ was done in September 2008 under General Ashfaq Parvez Kayani, when two new PSO positions were introduced: the Inspector General Arms and the Inspector General Communications and IT, thus raising the number of PSO‘s to eight.. The headquarters function also includes the Judge

139 Advocate General (JAG), and the Comptroller of Civilian Personnel, the

Chief of the Corps of Engineers (E-in-C) who is also head of Military

Engineering Service (MES), all of them also report to the Chief of the Army

Staff.

6.42 RANK STRUCTURE

The rank structure is patterned on the British Army model. Following the

British Indian Army traditions, there are three junior commissioned officer

(JCO) grades between enlisted and officer rank, for those who rise by promotion from among enlisted recruits. The Junior Commissioned Officer is a continuation of the former Viceroy‘s Commis sioned Officer rank.

During the early days of the Pakistan Army, there was a large cultural gap between officers and enlisted personnel. In the early 1990s, JCOs had wide responsibilities in the day-to-day supervision of lower grades, but they were a group that may have outlived its usefulness because officers have become ―more Pakistani and less dependent on British models and because the education level‖ of enlisted men has risen. Promotion to JCO rank, however, remains a powerful incentive for enlisted personnel; thus, if thus, if JCO ranks are ever phased out, it will likely be a slow process.

140 6.43 STRUCTURE OF ARMY UNITS

(i) Arms

Armoured Corps

Infantry

Artillery

Air Defence

Engineers

Signals

Army Aviation

(ii)Services

Army Medical Corps Ordnance

Electrical & Mechanical Engineering (EME) Army Supply & Transport (ASC)

6.44 PAKISTAN ARMY STRUCTURE

6.44.1 The army operates 6 tactical commands during peace time. Each command is headed by General Officer Commanding -in-Chief with the rank of Lieutenant General. Each command is directly affiliated to the Army HQ in Rawalpindi. During times of war, the Army unifies the 6 commands into 2

Armies; Army Reserve North (ARN) and Army Reserve South (ARS).

141 6.44.2 Army Reserve North‘s area of responsibilities lies from the Line of

Control in Kashmir up to Central Punjab and Army Reserve South‘s ar ea of responsibilities is from Central Punjab to coast of the Arabian Sea in Sindh.

Each Army has a Strike Corps with several holding Corps and a Reserve

Corps.

6.44.3 CORPS

(a) A corps is an army field formation responsible for a zone within a command theatre. There are three types of corps in the Pakistani Army:

Strike, Holding and Mixed. A command generally consists of two or more corps. A corps has Army divisions under its command. The Corps HQ is the highest field formation in the army. There are 11 Corps including the newly formed Army Strategic Forces Command, Gilgit -Baltistan Corps and

Army Air Defence Command located at various garrisons all over Pakistan.

(b) The peace time commands are given below in their correct order of raising, location (city) and their commanders.

The X Corps is the largest and most powerful Corps in Pakistan‘s

Order of Battle.

The 111th Infantry Brigade has been used by the Army to launch

coup and take over government institutions. The last time it was

used was in 1999 when Pervez Musharraf deposed Nawaz Sharif.

142 Gilgit-Baltistan Corps was formed in 2000 from units who were heavily damaged during the Kargil War. It was formerly known as Northern Areas Corps.

Siachen Infantry Brigade is permanently deployed on the Siachen Glacier known as the world‘s highest battlefield.

XI Corps has been heavily engaged in fighting the Taliban and other extremists along the Pakistan‘s border areas.

Strategic Command was created in 1999 for Pakistan‘s Nuclear Forces. Its task is to guard, deploy and use Pakistan‘s nuclear weapons.

One of two Pakistan‘s infantry divisions deployed wit h the Strategic Command. Its task is to safeguard Pakistan‘s Nuclear Weapons. The exact designation, location, composition, and size is classified.

The second of the two Pakistan‘s infantry divisions deployed with

the Strategic Command. Its task is to safeguard Pakistan‘s delivery

mechanism for its nuclear weapons. The exact designation, location,

composition, and size is classified.

6.44.4 OTHER FIELD FORMATIONS

(a) DIVISION: An Army Division is an intermediate between a Corps and a

Brigade. It is the largest striking force in the army. Each Division is

headed by [General Officer Commanding] (GOC) in the rank of Major

General. It usually consists of 15,000 combat troops and 8,000 support

143 elements. Currently, the Pakistani Army has 29 Divisions including 20

Infantry Divisions, 2 Armoured Divisions, 2 Mechanized Divisions, 2 Air

Defence Divisions, 2 Strategic Divisions and 1 Artillery Division. Each

Division composes of several Brigades.

(b) BRIGADE: A Brigade generally consists of around 3,000 combat

troops with supporting elements. An Infantry Brigade usually has 3

Infantry Battalions along with various Support Arms & Services. It is

headed by a Brigadier, equivalent to a Brigadier Genera l in some

armies. In addition to the Brigades in various Army Divisions, the

Pakistani Army also has 7 Independent Armoured Brigades, 5

Independent Artillery Brigades, 3 Independent Infantry Brigades, 2 Anti -

Tank Brigades. These Independent Brigades operate directly under the

Corps Commander (GOC Corps).

(c) BATTALION: A Battalion is commanded by a Colonel and is the

Infantry‘s main fighting unit. It consists of more than 900 combat

personnel.

(d) COMPANY: Headed by the Major, a Company comprises 120 s oldiers.

(e) PLATOON: An intermediate between a Company and Section, a Platoon is headed by a Lieutenant or depending on the availability of

Commissioned Officers, a Junior Commissioned Officer, with the rank of

Subedar or Naib-Subedar. It has a total strength of about 32 troops.

144 (f) SECTION: Smallest military outfit with a strength of 10 personnel.

Commanded by a Non-commissioned officer of the rank of Havildar Major or Sergeant Major.

6.45 REGIMENTS

There are several battalions or units associated together in an infantry regiment. The infantry regiment in the Pakistani Army is a military organization and not a field formation. All the battalions of a regiment do not fight together as one formation, but are dispersed over various formations, viz. brigades, divisions and corps. An infantry battalions serves for a period of time under a formation and then moves to another, usually in another sector or terrain when its tenure is over. Occasionally, battalions of the same regiment may serve together for a tenure. Most of the infantry regiments of the Pakistani Army originate from the old British

Indian Army and recruit troops from a region or of specific ethnicities.

6.46 COMBATDOCTRINE

A Pakistan Army soldier deployed during an exercise and armed with the

Heckler & Koch G3, the PA‘s standard assault rifle. The Pakistan Army has developed a doctrine called the Riposte which is a limited ―offensive- defence doctrine. It has refined it consistently starting in 1989 during the ―E‖xercise Zarb-e-Momin . This doctrine is fully focused towards

Pakistan‘s archenemy, India. The‖ Riposte doctrine is derived from several

145 factors:

146 The vulnerability of Pakistan is not in its lack of strategic depth versus India, but in the fact that so many of its major population centers and politically and military sensitive targets lie very close to the border with India. As such Pakistan can ill -afford to lose large territories to an Indian attack.

India has substantially enhanced it‘s offensive capabilities, and a stand and fight approach doctrine used in the 1965 and 1971 wars would lead to serious Indian penetration of Pakistani territory with the Pakistani army being unable to maneuver to meet the threat.

Counterattacking formations would then be destroyed piecemeal by numerically superior Indian forces.

Holding formations in both India and Pakistan can man their forward defensive positions and fortifications in less than 24 hours. However,

Corps level reserves with large stockpiles of munitions will take between 24 to 72 hours for mobilization after being given their orders. In this regard, both armies will be evenly matched in the first

24 hours since the Pakistani units have to travel a shorter distance to their forward positions.

147 6.47 ROLE OF PAK ARMY IN SOCIETY

(a) POLITICAL AND ECONOMIC ROLE

(i) The Pakistan Army has always played an integral part of the Pakistan government since its inception mainly on the pretext of lack of good civilian leadership corruption and inefficiency . It has virtually acted as a third party that has repeatedly seized power in the name of stabilizing

Pakistan and ending corruption. Howev er, according to the political observers, political instability, lawlessness and corruption are direct consequences of army rule.

(ii) The tradition of insubordination of the army towards the legitimate leadership of the country can be traced back to Lt. Gen Frank Messervy who had resisted obeying the orders of Pakistan‘s founding father

Muhammad Ali Jinnah. This was described as the main reason for his early retirement. However it did not prevent him being honored and promoted to general. Later General Douglas Gracey, the C in C of the Pakistan Army did not send troops to the Kashmir front and refused to obey the order to do so given by Quaid-e-Azam Mohammad Ali Jinnah, the Governor-General of

Pakistan .[23] . Gracey argued that Jinnah as Governor-General represented the British Crown of which he himself was an appointee. The same tradition was continued by their successors, Ayub Khan, Zia and Musharraf, all of whom received honours instead of being tried for indiscipline and insubordination.

148 (iii) The army runs the largest real estate business in Pakistan under the auspices of Defense Housing Societies and other welfare societies.

However out 46 housing schemes directly built by the armed forces, none is for ordinary soldiers or civilian officers and personnel employed by the army.

6.48 PERSONNEL TRAINING

(a) ENLISTED RANKS

(i) Most enlisted personnel used to come from rural families, and many have only rudimentary literacy skills, but with the increase in the litracy level the requirements have been raised to Matriculate level (10 th Grade).

Recruits are processed gradually through a paternalistically run regimental training center, taught the official language, Urdu, if necessary, and given a period of elementary education before their military training actually starts.

(ii) In the thirty-six-week training period, they develop an attachment to the regiment they will remain with through much of their careers and begin to develop a sense of being a Pakistani rather than primarily a member of a tribe or a village. Enlisted men usually serve for eighteen years, during which they participate in regular training cycles and have the opportunity to take academic courses to help them advance.

149 6.49 TROOP STRENGTH

As of 2010, about 650,000 people were on active duty in the military, with an additional 543,000 people in reserves. It is an all volunteer military, but conscription can be enacted at the request of the President with the approval of the Pakistani parliament. The military is the seventh largest in the world and has a large number of troops deployed around the globe in military assistance and peacekeeping operations. Members of the Pakistani military hold a rank, either that of officer or enlisted, and can be promoted.

6.50 A broad comparison of Indian Army with some of the important world armies has been given at the Table 6.1 It can be seen that India has superiority over next adversary , Pakistan but it is not so over whelming significant to give us a safe sailing in case of erup tion of a full scale conflict. Therefore, it shall be in our good interest, to review the policies, make new doctrines and upgrade our aging equipments and the weaponry to face and not only face but go for a kill.

150 TABLE- 6.1

COMPARISON OF INDIAN ARMY WITH SOME OF THE WORLD ARMIES ARMIES

Sl No PARAMETERS INDIA PAKISTAN UK US

1 No of Personnel Active 12,00,000 7,50,000 6,75,000 4,73,900

Reserve 12,00,000 6,00,000 1.45.500

2 No. of Main Battle Tanks 5,000 4,400 3,000 NK

3 Artillery Support Guns 3,200 3300 NK NK

4 Ballistic & Cruise Missiles 1100 670 500 NK ( All Categories)

5 Aircafts 1500 270 400 ( All Types) NK

6 No of Infantary Regiments 1000 450 400 NK NK=Not Known

151 CHAPTER 7

IMPORTANT AVENUES AVAILABLE

FOR

THE CAREER DEVELOPMENT

OF PBORSs

152 CHAPTER 7

IMPORTANT AVENUES AVAILABLE FOR THE CAREER

DEVELOPMENT OF PBORS.

7.1 GENERAL : There are numerous aspects which have been noticed

during the above study , pertaining to the problems of PBORs in Army.

They prepare for the retirement during the course of their service itself .

Therefore , the human Resource Management process for the career

development of PBPORs in Army needs to be revamped with the special

consideration for the following points:

(a) Full time career for PBORs (b) Introduction to the Color Service.

(c ) Restructuring of Director General Resettlement (DGR)

(d) Introduction of the National Service for Defence.

All the points given above shall be discussed in the succeeding paras.

153 7.2 FULL LENGTH CAREER FOR PBORS

7.2.1 There is no provision for a full length career for a PBOR serving in

Army. At the prime age of 35 to 37 years, in his prime youth, he gets retired from the Army service. At this age, majority of the PBORs are not armed with matching recognized civil qualification so as the good opportunities for them are easily available. Therefore, there is a need to provide them ample opportunities to provide them a full time career after their retirement, by way of Lateral absorption i n para military forces like

BSF, CRPF, ITBP,CISF etc. Some of the salient points in this regard are given as under:

( i) BSF : In the BSF, the Army service does not count for promotion. This factor and the fact that the initial posting of the most SSCOs wh o join this organization is in difficult areas which becomes the primary causes to deter the SSCOs from opting for this service. The annual intake into the

BSF is about 60-70 officers, limiting the absorption of SSCOs to merely 6 -7 a year.

(ii) CRPF : Their own enrolment of 50-60 officers a year restricts the annual intake of SSCOs to about 5-6. Service in difficult areas, resentment by their own direct enrollees whose promotion gets affected by ex - Army officers joining them. They have a different work cul ture ,e.g. handling an

154 unruly mob as against leading Army soldiers.

These are main reasons for even this small number is not getting filled up.

Perhaps if SSCO‟s could join after say, three year of service, their acceptance and adjustment may be easier. If this can happen, the CRPF may even be willing to increase the quota of intake.

(iii)RASHTIRYA RIFLES (RR): Induction on a permanent basis after the

RR is given a regimental status. Also it can be on the permanent staff of the Territorial Army (TA) units, whose number may be increased.

(iv) CISF : None of the limitations of the BSF or the CRPF apply o the

CISF, making transactions to it that much easier. However, their own intake being limited, only about 2 to 3 ex- Army Officers can be absorbed annually. As is evident, the total yearly absorption capacity of these three

Services under the existing regulations is very small, therefore such a small intake will not even touch the periphery of a solution. One of the option worth considering is that some of their new units may comprise purely ex- Army personnel.

(v) INDUSTRY: The Army should strengthen ties with the industry To identify trades, and Expertise available in the Army which could be of utility to them.

(vi) GOVERNMENT EMPLOYMENT: The Defence Estimates Committee

155 had made some sound recommendations in 1992-93 on threat assessment,

156 manpower planning, cadre review, a better package for SSCOs and reorganization of the Ministry of Defence. These recommendations are still to be implemented. Resettlement of the SSCOs with which is directly linked the popularity of that service, sho uld figure high on the

Governments list priorities, which has not been the case so far.

(vii)ABSORPTION IN ARMY PROJECTS : If resettlement of retired Service personnel is made an important part of the Army‟s personnel management strategy, there will be vast scope for the commencement or support of projects by the Army itself. Gainful employment, with effective utilization of the effective utilization of the expertise acquired by the loyal, disciplined officers will surely prove beneficial to society.

(viii) TERRITORIAL ARMY: Indications of an increase in the number of TA units suggest the feasibility of transfer of some of those found suitable, to the permanent staff of such units, on promotion as NCOs.

(ix) SABBATICAL : Those desirous may be given 2 years‟ sabbatical to be trained in any profession they choose; if they have the requisite qualifications. The existence of various institutes running Distance

Learning Programmes, correspondence or even regular courses, can provide opportunities for these soldiers to attain some qualification.

157 (x) ON THE JOB TRAINING :

This can be organized with some industries as suggested for officers.

Training men and their subsequent absorption into some such industries

would be much easier than in the case of officers.

7.2.2 INTRODUCTION TO THE COLOR SERVICE.

The Army has about 200 trade categories. Of these 18 categories belong to the General Duties group and their authorized strength is about 4,37,000.

157 categories belong to the Skilled group and their total authorized strength is approximately 3,85,000. 20 categories belong to the Highly

Skilled and Technician categories and also the Tradesmen categories.

Their authorized strength is approximately 1,1 0,000. A study of the characteristics of these category groups would indicate the following:

(i) General Duties Group: A low age profile is essential for high combat effectiveness. A color service period of 7 years would be suitable.

(ii) Skilled Group: The skill level of the categories in this group improves with experience. Education standards at recruitment need not be very high

(Class 10) and trade training is of comparatively short duration. They can be retained in service up to the age of 55. It would be possible to absorb

General Duties group personnel into these categories after they have completed color service engagement in combat units.

158 (iii) Possible Benefits of Reverting back to Color Service. Enormous benefits can be foreseen in reverting to the old system of seven years of

Color Service and eight years of Reserve Service for the soldiers. The main advantages are;

Youthful profile and , hence, better fighting capabilities;

Considerable reduction in expenditure on pay and

allowances, thus, releasing money for modernization

and improvement in hygiene factors,

Much lower pension bill, Improved promotion prospectus; &

Decrease in pressure for family accommodation as well as education facilities for children, which currently are the major problems.

7.3 RESTRUCTURING OF DIRECTOR GENERAL

RESETTLEMENT (DGR) 7.3.1 This is a tri-Service organization, which has proved to be ineffective. One of the main reasons for its ineffectiveness is the bureaucratic control of the Ministry of Defecne (MOD) over it. For it to be effective, it should function independently of the civilian bureaucracy and it has to be strengthened. It should have a full- fledged „

Department of Ex-Servicemen Affairs‟ with the Director General having the status and power of a Secretary to the Government of

I n d i a .

This officer would be equivalent to an Army Commander and the office

159 would be held in rotation by officers from the three Defence Services. A

Minister of state should be MOD to look after this Department. This

Department should have subordinate organizations in State Capitals with a status equivalent to Departments in the State Governments. Therefore, the infrastructure available presently is in terms of the Director General of

Resettlement needs to be restructured. Details of the restructuring have

been given at Table – 7.3.1

7.3.2 LEGISLATION FOR LATERAL ABSORPTION OF PBOR S : There is a dire necessity to bring a legislation so as to provide lateral absorption to ex-servicemen. In this manner, a highly trained and devoted manpower will be put for the fruitful purpose and they shall be the pillers for the national building.

7.4 INTRODUCTION OF THE NATIONAL SERVICE FOR DEFENCE.

To impart a full time career to the defence personnel, National Service for

Defence is a necessity. In addition to the changes to the terms and conditions of service, another option which is likely to ease out the problem is the National Service for Defence. It would also be an effective way of implementing a manning system in the Army comprising of full - life careerists and the balance short tenu re military men. Some of the essential features of the scheme suggested for officers and men, include the following:

160 (i). All entrants to Central and State Police and Para - Military Forces are

161 selected as at present.

(ii). On selection, they serve in the Army for say, five years, and then join their parent service.

(iii). Those selected for other Government jobs, may, on a voluntary basis, render National Service in the Armed Forces for a certain numb er of years and then return to their parent services.

(iv). All officers selected for All- India and other Group “A” services render three years on National Service in the Army, Navy or Air Force and then continue their normal careers.

(v). Officers selected for Para- Military Forces render five years of National

Service in the military, before continuing their services in their parent force.

162 CHAPTER 8

IDENTIFICATION OF THE SKILL

SETS DRAWN BY ARMY FOR THE

CIVIL JOBS AND ASSISTANCE

AVENUES FOR

POST - RETIREMENT PLACEMENT

163 CHAPTER 8

IDENTIFICATION OF THE SKILL SETS DRAWN BY ARMY FOR

THECIVILJOBSANDASSISTANCEAVENUESFORPOST -

RETIREMENT PLACEMENT.

TRANSITIONING INTO A CIVIL CAREER

8.1. At the time of leaving the Army, one may have many of options but for a great number of personnel, finding a career in the civilian workforce is the preferred choice. Searching for a job that fits skill -set and conforms to separation date can be difficult and discouraging at times.

PREPARATION

8.2. As is the case in other situations, one should not wait until the last minute to start the job search. There are too many job seekers with separation dates fast approaching who have not even created a resume. It should be avoided by following some key concepts:

(a) Resume is a journey, not a destination. One should always have a resume available so that it can be updated. Resume should be the show case of one’s personality and should be a polished document.

164 (b) List careers or types of positions which are suitable . This knowledge narrows the number of companies and industries in which one can work, as well as will give the opportunity to research the specifics of the civilian position and a general salary range.

(c ) Make contacts early. One should start investigating the companies even two years in advance so that the recruiters can help in the care er transition. Starting early builds knowledge of the job market, puts the profile in front of people who can help, and gives one an understanding of the standards necessary to successfully land a job.

(d) Visit Transition Assistance, Family Service or Car eer Resource office for information and assistance during the transition. Often times there is literature left behind by recruiters and other companies which can provide a great deal of information. Another great resource at the office is the manager. He or she has dealt with various organizations helping military job seekers transition into civilian careers.

8.3. TRANSITION ON THE INTERNET

(a) The greatest amount of information regarding ones transition from a military to civilian career is found on the World Wide Web. Here one can get tips on writing resumes, review the details of others who have successfully left the military for corporate sector, and post the resume for interested

165 employers and recruiting specialists. The Internet can be the most powerful tool in the job search.

(b) Information is at the fingertips of those who are prepared to work at finding their civilian career. Effective use of the Web can help you transition with ease. Knowledge gives you an idea of what to expect during your job search, and that gives you confidence. Check out some of the resources listed above, search the Internet, determine which services work best.

8.4 ARMY PLACEMENT AGENCY

8.4.1. The Army is an excellent source of skilled manpower, right across the board. Every year, thousands of highly trained Officers, including Short

Service Commissioned Officers and Women Officers, Junior

Commissioned Officers and Jawans leave the Service and are keen for a second career. Army Personnel guarantee all round high standards. They are reliable, self motivated and committed individuals with extensive specialist training and a ‘can do’ attitude.

8.4.2 The Army Placement Agency (APA) is a welfare organization of the

Indian Army which is functioning under Adjutant General’s Branch of

Integrated HQ of Ministry of Defence (Army). It was established in May 1999 to assist retiring / retired Army personnel in seeking avenues for suitable

166 jobs in civil as second career options. This establishment is in addition to, yet independent of, the Directorate General Resettlement (DGR).

8.5. OFFERS OF ARMY PLACEMENT AGENCY TO EMPLOYERS

Comprehensively trained and experienced trade and

professional specialists.

Experienced senior and middle level managers (including women)

with highly developed personal skills, used to taking decisions

and managing budgets.

Reliable and skilled individuals with team leadership traits

coupled with administrative and training experience.

8.6 ORGANIZATION

8.6.1. The present set up of Army Placement Agency has a network of

Army Placement Nodes (APNs) and Army Placement Satellit e Nodes

(APSNs). Twelve APNs have been established at different stations

across India where good employment opportunities exist These Nodes

undertake all functions including registration, placement and business

promotion activities. To cater for wide dispersal of ex Army personnel

and to provide a larger reach to APA, forty six APSNs have also been

established at the Regimental Centres and Formation Headquarters to

help army personnel in registering with APA without difficulty. This

167 facility also enables Regimental Centres and formations to undertake

placement assistance activities in real time and cut down on processing

delays. Even though primary role of APSNs is registration of

candidates, these also undertake placements, where feasible.

8.6.2 INFORMATION THOUGH WEB

APA web site is an interactive portal which provides vast opportunities for both, the ex Army personnel on the lookout for jobs as well as the employers, who look for trained and disciplined human resource. The web site enables online registration for candidates and employers, facility to download APA Registration Forms, real time management of database of candidates, employers and jobs on offer, panel creation of elig ible candidates based on QR of jobs and, large number of other facilities like reports generation and transaction details.

8.7. HUMAN RESOURCES ON OFFER FOR EMPLOYMENT

(a) Junior Commissioned Officers (JCOs)

They JCOs class can be utilized effectively for the following type of

duties:

Middle Level Managers – Security Officer, Transport

Fleet, Communications, Estate.

168 Supervisor – Security, Communications, Workshop, Hostel, Estate.

Store-in-Charge, Fire Fighting Officer, Computer Operator /

Programmer

Office–Supdt, Assistant, Clerk, PA, Steno.

(b)Havadars and Below

The personnel holding the rank Havaldar and below can be intrusted various duties in different categories. Their trade wise categorization is given as under:

(i) Engineering Trades

Draughtsman / Surveyor – Trigs, Field, Auto Components, Topoz

Vehicles.

Junior Engineer– Electrical, Mechanical, Buildings & Roads. Mechanic

– Refrigerator, Motor Vehicles, Heavy Vehicles, Instruments,

Engineering Equipment, Machinist.

Electrician – Engineering Equipment, Motor Vehicles, Heavy

Vehicles, Aviation Aero Engine / Avionics.

Helio Worker, Photo Writer, Welder, Tin & Copper Smith, Brick Layer,

Painter & Decorator, Limb Maker, Tool Maker, Armourer, Pattern

Maker.

169 (ii) Telecommunication Trades

Operator – Cipher, Radio, Line Equipment, EPABX, Generator, Line

Test Recorder Operator – Cipher, Radio, Line Equipment, EPABX,

Generator, Line Test Recorder

Mechanic – Telecom, Electronics Systems, Radio, Generator, Radar.

(iii) Medical Trades

Assistants – Nursing, Laboratory, Blood Transfusion, X-Ray, Health,

Operating Room, Special Treatment, Psychiatry, Ambulance, Dental.

Radiographer, Dental Hygienist, Pharmacist, Laboratory Technician,

Nursing Technical.

(iv) Other Technical Trades

Technician – Ammunition, Petroleum.

Catering – Supervisor, Cooks, Waiters.

Carpenter, Blacksmith, Painter, Tinsmith, Tailor, Washerman,

Safaiwala, Saddler, Barber, Kennelman.

Bandsman – Piper, Bugler, Drummer.

Education – Teacher, Translator & Interpreter (Foreign Languages),

Physical Training Instructor / Drill Instructor.

(v) Other Common Trades

170 Clerks – General Duties, Store – Control / Provisioning, Postal, PA /

Steno.

Security Guards, Peons, Drivers – Heavy / Light / Recovery Vehicles,

Caretakers – Messes / Guest Houses.

Store Keepers – Armoured Vehicles, Ammunition, General Stores,

Clothing, Mechanical Transport, Signals.

171 8.8 . RECRUITMENT CRITERIA FOR VARIOUS TRADE/CATEGORIES IN THE

ARMY AND THEIR EQUIVALENT EMPLOYMENT POSTS IN CIVIL.

8.8.1 The educational criteria laid down for recruitment to various

trades & categories in the Army in vogue are enumerate d as under

( Table 8.8.1) :- Ser Army Trades Civil Trades Educational (Job requirement wise) No. (Category wise) Qualification 1. Soldier General Marketing, Executive, Matric + Army

Duty Security Personnel, Bank equivalent degree duty, Body Guards, Sentries, Office Help

Clerks – General Duties,

S t o r e – C o n t r o l /

Provisioning, Postal, PA /

Steno.

Security Guards, Peons,

Drivers – Heavy / Light /

Recovery Vehicles,

Caretakers – Messes /

Guest Houses.

Store Keepers – Armoured

Vehicles, Ammunition,

172 General Stores, Clothing,

Mechanical Transport,

Signals.

2. Soldier Technical Draughtsman / Surveyor – Matric + Army Trigs, Field, Auto equivalent degree

Components, Topoz

Vehicles.

Junior Engineer –

Electrical, Mechanical, Buildings & Roads.

Mechanic – Refrigerator,

Motor Vehicles, Heavy

Vehicles, Instruments, Engineering Equipment, Machinist.

Electrician – Engineering

Equipment, Motor

Vehicles, Heavy Vehicles,

Aviation Aero Engine /

Avionics.

Helio Worker, Photo

173 Writer, Welder, Tin &

Copper Smith, Brick

Layer, Painter &

Decorator, Limb Maker,

Tool Maker, Armourer,

Pattern Maker.

(ii) Telecommunication Trades

Operator – Cipher, Radio,

Line Equipment, EPABX,

Generator, Line Test

Recorder Operator –

Cipher, Radio, Line

Equipment, EPABX,

Generator, Line Test

Recorder

Mechanic – Telecom,

Electronics Systems,

Radio, Generator, Radar.

3. Soldier Clk/Store Clerks – General Duties, Matric + Army

Keeper Technical Store – Control / equivalent degree

174 Provisioning, Postal, PA /

Steno.

4. Soldier Nursing (iii) Medical Trades Matric + Army Asst equivalent degree + Assistants – Nursing, Technical Trade Laboratory, Blood Certificates. Transfusion, X-Ray,

Health, Operating Room,

Special Treatment,

Psychiatry, Ambulance,

Dental.

Radiographer, Dental Hygienist, Pharmacist, L a b o r a t o r y Technician, Nursing Technical 5. Soldier General Tailor, Washerman, Duty Non-Matric Safaiwala, Saddler, Barber, Ken nelman.

6. Soldier Tradesman Carpenter, Blacksmith, Painter, Matric + Army

Tinsmith. equivalent

Trade course

175 7. Havildar Education – Teacher, Graduation + B.Ed. Education Gp X Translator & Interpreter Graduation+ Religious (Foreign Languages), teacher qualifications Physical Training Matric with 45% Instructor / Drill Instructor. Marks,

10+2 pass with Sc, Phy, 8. Religious Teacher Teacher, Translator, Chem, Math & Eng Employment as Panditji, having 50% marks. Granthiji, Maulvi ji or Father in a 10+2 pass in Art, Church. Science, commerce

stream with 50% in 9. JCOs (Catering) Security Officer, Transport Fleet, aggregate . Communications,

Estate. Must have Eng & Maths/Accts in 10th

Supervisor – Security, /12th

Communications, level.

Workshop, Hostel, Estate.

Store-in-Charge, Fire

Fighting Officer, Computer

Operator / Programmer

Office–Supdt, Assistant,

Clerk, PA, Steno.

176 8.8.2 We can see that the requirement of qualification for a civil job can be matched quite easily. The prime requirement remains that there should be enough opportunities and adequate directives along with a strong will power on part of the Planners to resettle the PBORs.

177 CHAPTER 9

ROLE OF DIRECTORATE OF

SAINIK WELFARE

IN

REHABILITATION OF PBORs

178 CHAPTER 9

ROLE OF DIRECTORATE OF SAINIK WELFARE IN

REHABILITATION OF PBORs

9.1 BACKGROUND

9.1.1 In a Government Resolution dated 07 Sep 1919, the then Government of India suspended the functioning of the Central recruiting Board and at its place a new Board was established called the “Indian Soldier ‟ s

Board” to advise on matters affecting the interest of serving, discharged and deceased Indian Soldiers and non-combatants and their dependents.

This Board was then affiliated to the Army Department of the Government.

9.1.2. Due to the steady expansion of the Navy and the Air Force during the

Second World War, we need for a single Organization to perform the same functions in relation to all the three services was felt and the Board was consequently reconstituted in April 1944. Later in March 1951, it was renamed as the Indian Soldiers, Sailors and Airmen ‟s Board. The designation of the Board was changed to the Kendriya Sainik Board in

1975. This Board functions under the Ministry of Defence as an inter

Services Organisation.

9.1.3. Though, welfare of the Ex-Servicemen and their dependents is the joint responsibility of the Centre and the State/Uts, however, majority of the problems have to be resolved only by the State/Uts. To assist the State

179 Government in this regard, there are 31 Rajya Sainik Board at the Centre, the Rajya/Zila Sainik Boards are advisory bodies in respect of policy formulation with regard to resettlement and welfare of ex -servicemen residing in States/Zilas. However, the implementation of various resettlement and welfare schemes is carried out through Deptt of Sainik Welfare in States and Zila Sainik Welfare Offices at

Zilas.

9. 2. ORGANISATIONAL STRUCTURE KENDRIYA SAINIK BOARD

Secretary (Brig or equivalent) Welfare & Complaint Officer

Assistant Welfare & Complaint Officer Liaison Officer Senior Account Officer

TRAINING PROGRAMMES

9.3. Training for preparing both ex -servicemen and retiring service personnel for their resettlement in civil life is one of the major functions entrusted to the Directorate General of Resettlement. This year the

Directorate General of Resettlement has introduced some new courses which will provide nationally/internationally accepted certification to facilitate retired persons to get quick employment within/outside the country. The programme includes courses on information technology,

180 managerial science, technical skills and agro based industries. Constant endeavor is made to improve the quality of training by regular monitoring.

The courses are reviewed every year to include courses in new fields based on the participation in current requirements of civil m arket and corporate world and also to delete obsolete courses.

RE-EMPLOYMENT

9.4. The central and state governments provide a number of concessions to ex-servicemen for their re-employment in central/state Government posts.

These include reservation of posts/relaxation in age and educational qualifications, exemption from payment of application/examination fees, and priority in employment to the disabled ESM and dependants of deceased service personnel on compassionate grounds.

RESERVATION IN GOVERNMENT JOBS

9.5. The Central Government has reserved 10% of Group “C” posts and

20% of Group “D” posts for ESM, while central PSUs and organization banks provide 14.5% reservation in Group “C” and 24.5% in Group “D” posts. 10% posts of Assistant Commandants in paramilitary forces are also reserved for ESM. In Security Corps, 100% vacancies are reserved for

ESM. In addition, most state governments are providing reservations to

ESM in state government jobs. It has, however, not been possible to have statutory backing to the scheme of reservations being provided, due to the

181 overall ceiling of 50% imposed by the Supreme Court, and 49.5% reservation already reserved in government jobs for SC/ST/OBCs.

SECURITY AGENCIES:

9.6. The DGR registers/sponsors security agencies for providing security guards to various PSUs and industries in the private sector. The scheme offers good self-employment opportunities to retired officers and adequate employment opportunity to ex-PBORs in a field where they have sufficient expertise. The Department of Public Enterprises (DPE) had issued instructions to all PSUs to get security personnel through DGR sponsored

Security Agencies. The scheme has shown good results. The DGR has also written to the Chief Secretaries of all the States urging them to issue suitable instructions to all concerned under their jurisdiction to obtain security cover through DGR empanelled agencies, thereby furthering the cause of resettling ex-servicemen.

SCHEMES FOR SELF EMPLOYMENT

9.7. As it is not feasible to provide Government jobs to all ex -servicemen after their retirement from the Armed Forces, government has formulated several schemes for encouraging and giving financial support by way of loans to ex-servicemen entrepreneurs intending to set up small and medium industries. Major self-employment schemes are SEMFEX -II,

SEMFEX-III and National Equity Fund Scheme. Applications for sanction of

182 loans are submitted by ex-servicemen directly to concerned Zila Sainik

Boards in the States. These applications are 177rganizatio and those which satisfy eligibility criteria and other terms and conditions are recommended for sanction of loan through Small Industries Development Bank of India

(SIDBI), Central Cooperative Banks, State Land Development Banks and

Regional Rural Banks aided by National Bank for Agriculture and Rural

Development (NABARD) and the State KVIB/Banks aided by the Khadi and

Village Industries Commission (KVIC).

FUNCTIONING OF KENDRIYA SAINIK BOARD.

9.8. To look after the welfare of ESM/ Widows/ Dependents and to re - habilitate them with employment, small business and other sources of livelihood. The composition of the Rajya Sainik Boar ds and Zila Sainik

Boards are given below:-

9.9. COMPOSITION OF RAJYA SAINIK BOARDS

[i] President : Governor/Chief Minister

GOC-in-C Command of a l Command HQs

[ii] Vice President : Home Minister

[iii] Ex-Officio Members : State Ministers,

Heads of Departments

Local Formation Commanders

Director, Resettlement Zone

183 [iv] Non-Official : Four Ex-Servicemen,

Members Two Prominent Citizens

[v] Secretary : Director, Deptt of Sainik

Welfare.

9.10. COMPOSITION OF ZILA SAINIK BOARDS

[i] President : District Collector

[ii] Vice President : Senior Ex-Service Officer

[iii] Ex-Officio Members : Heads of State Govt

Departments/Recruiting Officer

[iv] Non-Official Members : Two Ex-Servicemen and Four Prominent

Citizens

[v] Secretary : Zila Sainik Welfare Officer [d] The inter relationship between the various Deptts in the Central

Organisation and the State and Zila Organisation are outlined in the chart attached as Appendix „B‟.

9.11 RESPONSIBILITIES OF RSB

9.11.1. The Departments of Sainik Welfare/Rajya Sainik Boards in the

States/UTs are responsible for the following functions : -

[i] Co-ordinate the work of Zila Sainik Offices in the State. [ii] Promoting measures for the welfare and resettlement of Ex - Servicemen and families of serving/deceased personnel of the Armed Forces.

184 [iii] Disseminating information to the general public regarding the Armed Forces in the country and for taking measures to enhance interest in Armed Forces amongst general public.

[iv]Administering the Zila Sainik Welfare Offices [ZSWOs] in the State in accordance with the rules and instructions prescribed by the Central and State Govts.

[v] The Zila Sainik Welfare Offices [ZSWOs] which are the field units of this Organization, are responsible for the tasks as given under :-

(a) Disseminating information to the general public regarding the Armed Forces in the country and constantly endeavoring to promote and maintain a feeling of goodwill between civilian and service personnel and Ex- Servicemen.

(b) Monitoring the welfare of families of Ex - Servicemen and Ex- Servicemen and assisting them in representing their cases with the local administration or the Defence authorities.

(C ) Giving information to the general public regarding the conditions of service in the Armed Forces and to assist intending candidates in approaching the appropriate recruiting authorities for purposes of enlistment.

(d) Keeping a watch on the adequacy of the number of pension paying Branch Post Offices.

185 (e) Scrutinizing applications for relief from various Military and Civil charitable funds and making suitable recommendations.

(f) Granting financial relief of ex-servicemen and their dependents from funds at their disposal. Recommending cases of ESM and their families for financial assistance from KSB.

9.11.2. The Department of Sainik Welfare function in close liaison with the

Kendriya Sainik Board, Director General, Resettlement, Ministry of Defence,

New Delhi, Director, Re- Settlement, Central Zone at Lucknow and HQ

Central Command Lucknow. All record offices of the Defence services and various Departments of the State Government helps the Department in the discharge of its activities relating to welfare and re -settlement of Ex- servicemen and their dependents.

9.11.3. The Director of Sainik Welfare Co-ordinates the work of all the 05

Zila Sainik Welfare Offices in the State according to the policy of the State

Government and guidelines issued by the Kendriya Sainik Board and

Director General, Re-Settlement, Ministry of Defence, New Delhi. Various

State level committees meet periodically to asses the progress of work of the Department and to outline and suggest and approve the existing schemes and new schemes. All budgets for various welfare

9.11.4. The Zila Sainik Welfare Offices carryout the registration of all ex - servicemen seeking re-employment assistance. The Zila Sainik Welfare

Offices sponsor them against vacancies reserved for ex -servicemen in the

Central Government departments and public Sector undertakings. They

186 also sponsor ex-servicemen for re-employment to any other agency who notifies vacancies. Zila Sainik Welfare Office s also recommend to

Directorate of Sainik Welfare all cases of ex-servicemen.

9.12 EX-SERVICEMEN OR THEIR DEPENDENTS NEEDING WELFARE AND

FINANCIAL ASSISTANCE.

9.12.1. The Directorate and Zila Sainik Welfare Offices disseminate all information‟s of interest to the general public regarding the activities of the

Armed Forces and rouse on intelligent interest in them on the Armed

Forces.

9.12.2. The welfare responsibilities of Zila Sainik Welfare Offices [ZSWOs] will encompass all such traditional activities which were already being performed by these offices with particular reference to the following : -

[a] Settlement of financial problems such as pension and other retirement/release benefits/dues to ex -servicemen beneficiaries and dependents from the Central/State Govts or other organization such as the

Indian Red Cross Society etc.

[b] Maintaining close liaison with the Pension Disbursing

Authorities/Agencies in the District to ensure prompt and correct payment of pension and relief‟s to Ex-Servicemen pensioners or their dependents.

187 [c] Providing assistance for settlement of land and other disputes.

[d] Assist families of serving personnel staying separately during their absence away on duty.

[e] Promote and maintain under the guidance of the State Rajya Sainik

Boards, Welfare measures in the District such as Rest Houses for Ex -

Servicemen, Old Age Pensioners Homes, vocational and other training facilities etc.

[f] Mobilize assistance for medical treatment in Military/Civil hospitals. [g] Maintain liaison with other welfare 1 82rganization1 82 such as the

Indian Red Cross Society, etc to enhance addi tional sources of welfare and concessions for ESM and their families/dependents in the Districts.

[h] Maintain an up-to-date register of war widows, dependents and those disabled in action with a view to ensure their welfare.

[j] To represent DGR/KSB, Ministry of Defence [Govt of India] inCourt cases under their jurisdiction in which these organization have been made respondent.

9.13 . RESPONSIBILITIESOFTHEZILASAINIKWELFAREOFFICES

[ZSWOS]

The responsibilities of the Zila Sainik Welfare Offices [ZSWOs] with regard to resettlement of ESM are to maintain close and effective liaison for purpose of resettlement through employment of ESM with : -

188 [i] Local Central/State/Private Industrial Organisation.

189 [ii] Local employment exchange particularly in States where it has co - sponsoring powers for re-employment of ESM.

[iii] Local revenue authorities in connection with schemes for resettlement on land of ESM.

[iv] District Industries/Block Development Offices and assisting those Ex - Servicemen desirous of setting up small scale industries.

[v] Assist of ESM in forming and setting up co-operatives for their self employment.

[vi] Provide all resettlement assistance to war widows, dependents and war disabled as well as to those who dies/disabled while in service due to attributable reasons.

9.14. OTHER RESPONSIBILITIES

Other responsibilities of Zila Sainik Welfare Offices [ZSWOs] are: -

[a] Organize Flag Day and Flag Day collections or any other 183rganizati fund raising measures in the district.

[b] Organize rallies/re-union of ESM.

[c] Explore avenues for providing educational and vocational training facilities for ESM and their dependents to enable them to seek employment or set up self-employment venture.

[d] Assist the three services whenever called upon to do so to disseminate information within the district regarding terms and conditions of service in

190 the Armed Forces, provide publicity for recruitment notice and for assistance rendered by the Armed Forces in time of national calamities, notification of awards of gallantry and other decorations, introduction of welfare schemes of service personnel and their families.

[e] Assistance is also provided to ex-servicemen who after retirement from the Indian Armed Forces are settled in Nepal. The Welfare Branch created under the Indian Defence Attache at Kathmandu caters to the welfare needs of Indian Armed Forces ex-servicemen and their dependents, the bulk of whom belong to the Indian Gorkha Regiments of the Indian Army. The

Welfare Branch was designed to create awareness for job opportunities, rehabilitation schemes etc, conducted under the aegis of the DGR with the following types of assistance:.

[i] Amalgamated Special Fund for War Bereaved, War Disabled and other ex-servicemen/Serving Personnel.

[ii] Flag Day Fund. [iii]St, Dunstan‟s [India] and Kendriya Sainik Board Fund and;

[iv] Indian Gorkha Ex-Servicemen‟s Welfare Fund.

9.15 DEFINITION OF EX-SERVICEMEN

9.15.1 The eligibility of the retired Defence personnel to the status of ex - servicemen is governed by the definition as laid down by Department of

191 Personnel and Training. The definition has been under going changes from time to time. The following is the broad categorization : -

[a] Those released before 01 Jul 68. Any person who had served in any rank [whether as Combatant or not in the Armed Forces of the Union and has been released there from otherwise than by way of dismissal or discharge on account of misconduct or inefficiency.

[b] Those released on or after 01 Jul 68 but before 01 Jul 79.

Any person who had served in any rank [whether as a combatant or not] in the Armed Forces of the Union for a continuous period of not less than six months after attestation and released there from otherwise than by way of dismissal or discharge on account of misconduct of inefficiency.

[c] Those released on or after 01 Jul 79 but before 01 Jul 87.Any person who had served in any rank [whether as a combatant or not] in the Armed

Forces of the Union for a continuous period of not less than six months after attestation if discharged for reasons other than at his own request or by way of dismissal or discharge on account of misconduct of inefficiency and not less than 5 years of service if discharged at own request.

[d] Those released on or after 01 Jul 87. Any person who had served in any rank [whether as a combatant or not] in the Armed Forces of the Indian

Union and was released/retired with any kind of pension from Defence

Budget or released on completion of specific terms of engagement with gratuity otherwise than at his own request or by way of dismissal or discharge on account of misconduct or inefficiency.

192 (e) In addition the personnel of Territorial Army [TA] of the following categories viz. pension holders for continuous embodied service; persons with disability attributable to military service; and gallantry award winners retired on or after 15 Nov 86 and the personnel of the Army Postal Service who are a part of the regular Army and retired from such service i.e. directly from the Army Postal Service [APS] itself without reversion to P&T

Department with a pension or who have been released from such service on medical grounds, attributable to military service or circumstances beyond their control and awarded medical or other disability pension are also covered within the definition of ex-Servicemen w.e.f. 19 Jul 89.

9.15.2. In all cases Cadets/Recruits are not ex-servicemen. Armed Forces of the union means the Army, Navy and Air Force of the Indian Union including Armed Forces of the former Indian S tates but excludes the persons who have served in Defence Security Corps, General Reserve

Engineering Force, Lok Sahayak Sena and Para Military Forces [PMF].

9.15.3. The eligibility of the person to the status of ex -servicemen will be governed by the definition in vogue at the time of his discharge and will not be affected by the changes in the definition subsequently to his discharge.

9.16 POWERS AND DUTIES OF DISTRICT SAINIK WELFARE OFFICER

(a) Disseminating information to the general public regarding the Armed

Forces in the country and constantly endeavoring to promote and maintain

193 a feeling of goodwill between civilian and service personnel and ex - servicemen.

(b) Watching over the welfare of families of servicemen and ex-servicemen and assisting them in representing their cases with local administration or the Defence Authorities.

(c ) Assisting, ex-servicemen and their families in obtaining bonus, gratuity, insurance money and other dues, if any from Governme nt.

(d) Giving information to the General Public regarding the conditions of service in the Armed Forces to assist; intending candidates in approaching the appropriate recruiting authorities for purpose of enlistment.

(e) Communicating information regarding employment facilities for training for civilian vocations and similar concessions to discharged men.

(f) Ascertaining and intimating the whereabouts of a servicemen to his dependents and communicating to him news of all important matters affecting his family‟s welfare.

(g) Procuring legal advice in case a law suit is brought against and assist servicemen where there is no male member of his family present.

(h) Encouraging and assisting the settlement of disputes out of court.

(i) Assisting ex-servicemen and their dependents in securing medal, pension, arrears of pay certificates, land grants, Jagirs Imams education stipends, etc.

(j) Assisting an absent servicemen‟s family in the event of disease or famine.

194 (k) Keeping a watch on the adequacy of the number of pension paying branch post office and if there is a need for more such offices to bring the fact to the notice of the authorities concerned.

(l) Investigating cases of ex-servicemen invalided out of the Armed Forces for chronic diseases such as Tuberculosis, Leprosy, diabetes etc. and arranging for their care and reporting to the State Branch of the Indian Red

Cross Society, The Tuberculosis Association of India etc fo r medical assistance.

(m) Investigating applications for relief from various military and civil charitable funds and making suitable recommendations.

(n) Granting financial relief to ex-servicemen and their dependent from funds at their disposal.

(o) Registration of the names of ex-servicemen for employment, preparing of their X-1 cards and sponsoring them for suitable reemployment in civil.

(p) Arranging grants from Benevolent Fund in alleviation the distress of Ex-servicemen and their dependents.

(q) Payment of Education Stipend for the children of Ex-Servicemen who are eligible for such grants.

(r ) Payment of widow pension from the State Government fund and also arranging for their family pension from their record offices for whosoever qualify for such pension.

(s) Distribution of flag on Armed Forces Flag Day and recovery of the contribution money.

195 (t) Organize rallies/re-union of ex-servicemen.

(u) Promotion and maintenance, under guidance of State Rajya Sainik

Boards Welfare measures in the district.

(v) Maintain liaison with other welfare organization with a view to enlarging the field of additional source of welfare and concessions for ex - servicemen and their families.

9.17 NORMS AND PROCEDURE ADOPTED FOR REGISTRATION OF EX -

SERVICEMEN

9.17.1 Registration is done for all Ex-Servicemen by the concerned District

Sainik Welfare Office who are domicile of State subject to one of the following four conditions are fulfilled:-

[a] Born and Brought up in the State Or

[b]The parents are not alive and his/her legitimate guardian is permanently residing in the Sate for the minimum period of 15 years

[c] The parents of the Ex-Servicemen are employees of State Govt or retired employees of Govt .

Or

[d]Central Govt Employees serving in the State.

196 9.17.2 EX-SERVICEMEN ISSUED WITH EX-SERVICEMEN IDENTITY CARD.

Whenever, any vacancy notification is received by District Sainik Welfare

Office, the candidates names as per their qualification and trade, are sponsored by District Sainik Welfare Office. On confirmation of the employment from the Organization / Institution the name of selected Ex -

Servicemen is struck off from the Live Register.

9.17.3 . The Ex-Servicemen registered when attains the age of 45 years and above, the name is automatically struck off from the Live Register for employment only.

197 CHAPTER – 10

HYPOTHESES TESTING

AND

DATA FINDINGS

198 CHAPTER – 10

HYPOTHESES TESTING AND DATA FINDINGS

TESTING OF HYPOTHESES

10.1 The data analysis has been carried out based upon Objectives formulated and the the Hypotheses made. The analysis of the data has also been carried out based on the Ranks and Regions of the PBORs they belong to. The statistical analysis has been carried out using the standard practices and SPSS software.

10.2 DATA FINDINGS FOR THE HYPOTHESES REGION WISE

(Table -1 0.2A & 10.2 B)

10.2.1 The analysis of the first hypotheses reveals that , from the table

2 2 value of X at 5% significance level, and with 5 degree of freedom, the X

2 value is 11.070 , while the calculated values of X the question numbers

4,8 to 11 and 24 , are less than the Table value. Hence , the Null Hypotheses holds good.

10.2.2 Similarly, the analysis of the second hypotheses reveals that the

2 table value of X at 5% significance level, and with 5 degree of freedom,

199 2 2 the value of X is 11.070 , while the calculated values of X are less than the Table value. Hence , the Null Hypotheses holds good. For the Question

2 no. 3,15,16, the calculated values of X are more than the table value, hence , the Alternate Hypotheses holds good.

10.2.3 The analysis of the Third Hypotheses HO3, s ays that the table

2 value of X at 5% significance level, and with 5 degree of freedom is

2 11.070 , while the calculated values of X are less than the Table value.

Hence , the Null Hypotheses holds good.

10.2.4 Lastly, the analysis of Fourth Hypotheses HO4, formulated says

2 that the table value of X at 5% significance level, and with 5 degree of

2 freedom is 11.070 , while the calculated values of X are less than the

Table value. Hence , the Null Hypotheses holds good. Similarly for the

2 Question no. 29, the calculated value of X is more than the Table value because of which, the Alternate Hypotheses holds good.

10.3 DATA FINDINGS FOR THE HYPOTHESES RANK WISE (Table -10.2A & 10.3)

10.3.1 The analysis of the first hypotheses reveals that the table value of

2 X at 5% significance level, and with 5 degree of freedom is 11.070 , while

200 2 the calculated values of X are less than the Table value. Hence , the Null

Hypotheses holds good.

10.3.2 The analysis of the second hypotheses reveals that the table value

2 of X at 5% significance level, and with 5 degree of freedom is 11.070 ,

2 while the calculated values of X are less than the Table value. Hence , the

Null Hypotheses holds good.

10.3.3 The analysis of the third hypotheses reveals that the table value of

2 X at 5% significance level, and with 5 degree of freedom is 11.070 ,

2 while the calculated values of X are less than the Table value. Hence , the

Null Hypotheses holds good.

10.3.4 The analysis of the fourth hypotheses reveals that the table value

2 of X at 5% significance level, and with 5 degree of freedom is 11.070 ,

2 while the calculated values of X are less than the Table value. Hence , the Null Hypotheses holds good.

201 10.4 DATA FINDINGS FOR THE OBJECTIVES REGION WISE(Table-10.4A &

1 0.2B) 2 10.4.1 The analysis of the first Objective reveals that the table value of X at 5% significance level, and with a degree of freedom of 2 is 5, while the

2 calculated values of X are less than the Table value. Hence , the present strategy in use for the career development of PBORs holds good.

10.4.2 The analysis of the second Objective reveals that the table value of

2 X at 5% significance level, and with a degree of freedom of 2 is 5 , while

2 the calculated values of X are less than the Table value. Hence , the present strategy in use for the career development of PBORs holds good. For question 29, the table value is more. Hence the present strategy for this does not hold good.

2 10.4.3 The analysis of the third Objective reveals that the table value of X at 5% significance level, and with a degree of freedom of 2 is 5.991 , while

2 the calculated values of X are less than the Table value. Hence , the present strategy in use for the career development of PBORs holds good. For question 15,16 & 24, the table value is more. Hence the present strategy for this does not hold good.

202 10.4.4 The analysis of the fourth Objective reveals that the table value of 2 X at 5% significance level, and with a degree of freedom of 2 is 5.991 , 2 while the calculated values of X are less than the Table value. Hence , the present strategy in use for the career development of PBORs holds good.

10.5 DATA FINDINGS FOR THE OBJECTIVES RANK WISE ( Table -10.5A &10.3)

2 10.5.1 The analysis of the first Objective reveals that the table value of X at 5% significance level, and with a degree of freedom of 2 is 5, while the

2 calculated values of X are less than the Table value. Hence , the present strategy in use for the career development of PBORs holds good. 10.5.2 The analysis of the Second Objective reveals that the table value of

2 X at 5% significance level, and with a degree of freedom of 2 i s 5.991 , 2 while the calculated values of X are less than the Table value. Hence , the present strategy in use for the career development of PBORs holds good. For question 29, the table value is more. Hence the present strategy for this does not hold good.

2 10.5.3 The analysis of the first Objective reveals that the table value of X

at 5% significance level, and with a degree of freedom of 2 is 5.991, while 2 the calculated values of X are less than the Table value. Hence , the

203 present strategy in use for the career development of PBORs holds good.

2 10.5.4 The analysis of the first Objective reveals that the table value of x at 5% significance level, and with a degree of freedom of 2 is 5 , while the calculated values of x2 for Question No 25 t0 27 , 29 & 30, are less than the

Table value. Hence , the present strategy in use for the career development of PBORs holds good. For question 28, the table value is more. Hence the present strategy for this does not hold good.

204 CHAPTER – 11

DEVELOPMENT OF

MODEL SOFTWARE

FOR

REHABILITATION OF PBORs

205 CHAPTER – 11

DEVELOPMENT OF MODEL SOFTWARE FOR REHABILITATION

OF PBORs

11.1 INTRODUCTION

11.1.1 While carrying out the detailed study on the carrier development of

PBORs, it was assimilated that there are two major impediments in getting a suitable job for PBORs after retirement in the Indian job market; one is the inadequacies in their qualifications as demanded by a particular job and the second is the lack of information about availab ility of jobs in the entire job market of the country.

11.1.2 Keeping in view the second aspect, an effort has been made to develop a Model Software based upon the Unified Model Language (UML) , which can be developed in a full scale manner. When fully functional, the

PBORs shall be able to apply access the jobs from any where to any where in the country falling within the ambit of various commands/regions.

The details of the application of the soft ware have been discussed below.

BASIC INFORMATION

11.2.1 As the world becomes more complex, the computer -based systems that inhabit the world must also increase in complexity. These systems often involve multiple components:

206 Hardware

Software

Networked across great distances

Databases

11.2.2 When it is required want to make systems that deal with real world

problems, the key element is to organize the design process in a way that

client , analysts, programmers and others involved in system development

can understand and agree on. UML is key in providing this organization.

11.2.3 The Unified Modeling Language (UML) is a general -purpose visual

modeling language that is used to specify, visualize, construct, and

document the artifacts of a software system which was released in 1997 as

a method to diagram software design and was designed by a consortium of

the best minds in

object-oriented analysis and design. UML is by far the most exciting thing to happen to the software industry in recent years as every other engineering discipline has a standard method of

documentation. Electronic engineers have schematic diagrams and the

Architects and mechanical engineers have blueprints and mechanical diagrams. The software industry now has UML for all these purposes.

207 11.2.4 This application is a mock up created in html pages. It shows the

User Interface (UI) of the application which can be developed based on it.

There are Two supporting documents which have been developed, namely

Sequence and Use Case diagrams.

11.3 BENEFITS OF UML

11.3.1 Software systems are professionally designed and documented before they are coded so that all stakeholders know exactly what they are getting, in advances, since system design comes first, UML enables re - usable code to be easily identified and coded with the highest efficiency, thus reducing software development costs, UML enables logic 'holes' to be spotted in design drawings so that software will behave as expected . The overall system design described in UML will dictate the way the software is developed so that the right decisions are made early on in the process.

Again, this reduces software development costs by eliminating re -work in all areas of the life cycle.

11.3.2 UML provides an enterprise level view of the system and, as a result, more memory and processor efficient systems can be designed.

UML enables ease of maintenance by providing more effective visual representations of the system. Consequently, maintenance costs are reduced. . UML diagrams assist in providing efficient training to new

208 members of the development team member. UML provides a vehicle of

communication with both internal and external stakeholders as it

documents the system much more efficiently.

11.4 UML ARTIFACTS

11.4.1 The following are the most commonly used UML artifacts: Use Case Diagrams Class Diagrams Sequence Diagrams Collaboration Diagrams Activity Diagrams

Deployment Diagrams

 Component Diagrams 

11.4.2 In the present modeling theory, the Sequence diagram and the Use

Case diagrams have been used and therefore the same have been

discussed further:

11.5 SEQUENCE DIAGRAM

11.5.1 A Sequence diagram depicts the sequence of actions that occur in a

system. The invocation of methods in each object, and the order in which

the invocation occurs is captured in a Sequence diagram. This makes the

Sequence diagram a very useful tool to easily represent the dynamic

behavior of a system.

209 Sequence diagrams show a detailed flow for a specific use case or even just part of a specific use case. They are almost self explanatory; they

210 show the calls between the different objects in their sequence and can show, at a detailed level, different calls to different objects. A sequence diagram has two dimensions: The vertical dimension shows the sequence of messages/calls in the time order that they occur; the horizontal dimension shows the object instances to which the messages are sent. A sequence diagram is very simple to draw. Across the top of the diagram, the class instances (objects) are identified by putting each class i nstance inside a box . In the box, the class instance name and class name are put separated by a space/colon/space " : " (e.g., my Report Generator : Report

Generator ). If a class instance sends a message to another class instance, a line is drawn with an open arrowhead pointing to the receiving class instance; and the name of the message/method above the line is placed.

Optionally, for important messages, one can draw a dotted line with an arrowhead pointing back to the originating class instance; label the return value above the dotted line. The return value lines which give the extra details, make it easier to read the diagram. Reading a sequence diagram is very simple. One has to start at the top left corner with the "driver" class instance that starts the sequence. Then each message down the diagram is followed. Although the diagram shows a return message for each sent message, this is optional.

11.5.2 A Sequence diagram is two-dimensional in nature. On the horizontal axis, it shows the life of the object that it represents, while on the vertical

211 axis, it shows the sequence of the creation or invocation of these objects.

A sequence diagram is made up of objects and messages. Objects are

represented exactly how they have been represented in all UML diagrams — as rectangles with the underlined class name within the rectangle.

11.5.3 If we refer figure – 1, creation of Job Report can be seen. The PBOR logs in; clicks on the job list, selects a Job and applies for it. The intimation mail is triggered and the intimation is forwarded to the Consultant, who further sends the intimation and the details of the applicant to the

Command HQ by way of triggering the intimation mail. Along with this, he forwards the intimation mail to the user giving st atus of this job application. The information that the applicant has applied for a job , also goes to the Command HQs who also keep the information about availability of the jobs in the respective areas covered under them. At the Command

HQ level, the data base is updated. They follow up with the companies regarding the job applied by the user. A check for selection or rejection of the application also takes place as per the eligibility criteria at the

Command HQ level. The information about select ion or rejection of the application is sent to the consultant who informs the user. At this stage, the data base of the Command HQ is also updated. The users can raise their queries about the availability of the jobs from any where in the country.

212 SEQUENCE DIAGRAM FIGURE-1

213 11.6 USE CASE DIAGRAM

11.6.1 A use case diagram in the Unified Modeling Language (UML) is a type of behavioral diagram defined by and created from a Use -case analysis. Its purpose is to present a graphical overview of the functionality provided by a system in terms of actors, their goals (represented as use cases), and any dependencies between those use cases. A use case illustrates a unit of functionality provided by the system. The main purpose of the use-case diagram is to help development teams visualize the functional requirements of a system, including the relationship of ―actors

(human beings who will interact with the system) to essential processes, as‖ well as the relationships among different use cases. Use -case diagrams generally show groups of use cases – either all use cases for the complete system, or a breakout of a particular group of use cases with related functionality (e.g., all security administration related use cases). To show a use case on a use-case diagram, you draw an oval in the middle of the diagram and put the name of the use case in the center of, or below, the oval. To draw an actor (indicating a system user) on a use -case diagram, you draw a stick person to the left or right of your diagram (and just in case you’re wondering, some people draw prettier stick people than others). Use simple lines to depict relationships between actors and use cases, as shown in Figure 1.

214 11.6.2 The main purpose of a use case diagram is to show what system functions are performed for which actor. Roles of the actors in the system can be depicted as given further :

Figure-2

11.6.3 An ellipse represents a use case and a ―stick figure represents an actor operating within the use case An actor can be a user,‖ system, or other entity. . The initiating actor appears on the left of the use case, and the receiving actor appears on the right. The actor is identified by a name below the ―stick figure . The name of the use case appears either inside or below the ellipse. An association‖ line is a line that connects an actor to the use case, and represents communication between the actor and the use case. The association line is solid, similar to the line that connects associated Classes.

215 11.6.4 The three stages in which the Use Case diagram represents the User

Log In, gets connected to the Job Portal and sifts the jobs Command wise or Category wise along with the updation of the information has been depicted in the Figures 1,2 and 3. In the Figure-3, the Consultant Logs In ,

gets connected to the Job Portal and checks the Job Status. In the Figure –

4 , it has been shown diagrammatically that the User Logs in, gets connected to the Job Portal, applies for the job and can view the status of the applied job from any where in the country to any where in the country.

Figure -5 represents the case when the Admin User or the Consultant who is monitoring the Job Portal first logs in to the Portal, then he can view al l the applied jobs which may be category wise or place wise. He can view the jobs Command wise also and accordingly interact with the companies about the latest update on the job status. He can moderate these activities also.

216 217 USE CASE DIAGRAM-2 FIGURE-4

21 8 USE CASE DIAGRAM-3 FIGURE-5

219 10.7 By going through the sequence diagram as given in Figure 1, it can

be seen that how a Job Report is created. The PBOR logs in; clicks on the

job list, selects a Job and applies for it. The intimation mail is triggered and

the intimation is forwarded to the Consultant, who further sends the

intimation and the details of the applicant to the Command HQ by way of

triggering the intimation mail. Along with this, he forwards the intimation

mail to the user giving status of this job application. The information that

the applicant has applied for a job , also goes to the Command HQs who

also keep the information about availability of the jobs in the respective

areas covered under them. At the Command HQ level, the data base is

updated. They follow up with the companies regarding the job applied by

the user. A check for selection or rejection of the application also takes

place as per the eligibility criteria at the Command HQ level. The

information about selection or rejection of the application is sent to the

consultant who informs the user. At this stage, the data base of the

Command HQ is also updated. This is done in the form of a feed back loop.

In this manner, as many number of users as they want , can log in at

different locations, apply for the desired job falling under any of the

Command HQs, interact with the Consultant and raise questionnaire about

the availability of the jobs from any where in the country as the soft ware

can be used by n number of the PBORs where n is a r ational natural

number having the pre decided values. This soft ware is interactive and

22 0 hence, a detailed model can be worked out and the same when developed

fully, can be implemented for all the three organs of the Defence Forces.

22 1 CHAPTER 12

CONCLUSION

&

SUMMARY OF RESEARCH

222 CHAPTER 12

CONCLUSION AND SUMMARY OF RESEARCH

12.1 SUGGESTIONS AND RECOMMENDATIONS

The study about the career development of PBORs, carried out in detail, reveals that there is a requirement to improve the status of PBORs and enhance their employment opportunities by taking suitable measures which brings them out from the lurch of demoralization and chance involvement in the undesired activities. Some of these measures to tackle such situations , have been given out in the succeeding paragraphs.

12.2.1 The terms of engagement of PBORs are quite clear about various aspects of the Army service, but if these terms are reviewed critically, then it shall be found that there is no provision for a full length career for a

PBOR serving in Army. At the early age of 35 to 37 years, in his prime of the youth, he gets retired from the Army service. At this age, majority of the PBORs are not armed with matching recognized civil qualifications so as to get the good opportunities which could be available easily.

Therefore, there is a need to provide them ample opportu nities to get a full time career after their retirement by way of Lateral Absorption in Para military forces like Border Security Force (BSF), Central Reserve Police

223 Force(CRPF), Rashtriya Rifles (RR), Central Industrial Security Force(CISF)

etc., which certainly becomes their second career option.

12.2.2 BORDER SECURITY FORCE (BSF) : In the BSF, the Army service

does not count for promotion. This factor and the fact t hat the initial

posting of the most of the personnel, who join this organization, is in

difficult areas, therefore, this aspect becomes the primary cause to deter

these personnel from opting for BSF. The annual intake into the BSF is

about 60-70 officers and subordinate ranks, limiting the absorption of

SSCOs to merely 6-7 a year.

12.2.3 CENTRALRESERVEPOLICEFORCE(CRPF): Their service in

difficult areas, resentment by their own direct enrollees, whose promotion

gets affected due to ex- Army officers joining them, does not leave a very

attractive option for a PBOR to get adjusted there with ease. They have a

different work culture ,e.g. handling an unruly mob as against the job of

PBORs who generally handle a well rehersed, defined and a structured

objective given to them.

These are some of the main reasons due to which the CRPF option does

not become an attractive option and even this small number is not getting

filled up.

22 4 12.2.4 RASHTRIYA RIFLES (RR): Rashtriya Rifles was raised out of the

existing set up of Army and the armed constabulary. Therefore, the

induction on a permanent basis after the RR postings is given a regimental

status and they can be absorbed there on the permanent basis.. Apart

from this, a PBOR can be held on the permanent staff of the Territorial

Army (TA) units also. The number of the TA units may be increased and

their job responsibility may be redefined.

12.2.5 CENTRAL INDUSTRIAL SECURITY FORCE (CISF) : None of the

limitations of the BSF or the CRPF apply o the CISF, making transactions to

it that much easier. They can easily absorb the PBORs on an annual basis

to their fold. But the sad part of this organization is that the total yearly

absorption capacity under the existing regulations is very small, therefore

such a small intake will not even touch the periphery of a solution. One of

the option worth considering is that some of their new units may comprise

purely ex- Army personnel.

12. ABSORPTION IN INDUSTRY , GOVERNMENT EMPLOYMENT, ARMY HOUSING OR OTHER PROJECTS INCLUDING PROVIDING ON THE JOB TRAINING TO PBORs

12.3.1 INDUSTRY: The Army should strengthen ties with the industry so that the proper equivalent trades for the PBORs with their matching qualifications can be identified. There can be a proper interface with the

22 5 industry of the retiring PBORs so that the required skills suitable to the industry, may be sharpened. This action would entail th e proper identification of the trades, and expertise which is available in the

Army could be utilized to the maximum benefit of the industry as well as for the PBOR also. Coordination with industry could create opportunities for some NCOs to be sent for „on-the-job‟ training, and possibly even acquiring some qualifications, which would be useful to them in the post-retirement period.

12.3.2 GOVERNMENTEMPLOYMENT: The Defence Estimates

Committee had made some sound recommendations in 1992 -93 on threat assessment, manpower planning, cadre review, a better package for SSCOs and reorganization of the Ministry of Defence. These recommendations are still to be implemented. Resettlement of the

SSCOs with which is directly linked the popularity of that service, should figure high on the Governments list priorities, which has not been the case so far.

226 12.3.3 ABSORPTION IN ARMY PROJECTS : If resettlement of retired

Service personnel is made an important part of the Army ‟s personnel

management strategy, there will be vast scope for the commencement

or support of projects by the Army itself. Gainful employment, with

effective utilization of the expertise acquired by the loyal, disciplined

PBORs will surely prove beneficial to society.

12.4 TERRITORIAL ARMY: Indications of an increase in the number of

TA units suggest the feasibility of transfer of some of those found

suitable, to the permanent staff of such units, on promotion as NCOs.

12.5 GRANTOFSABBATICALLEAVEFORFURTHERSTUDIES.

Those PBORs who are desirous, may be given 2 years ‟ sabbatical for

getting trained in any profession of their choice provided they have the

requisite qualifications. The existence of various institutes running

Distance Learning Programmes, correspondence or even regular

courses, can provide opportunities for these soldiers to attain better

qualification.

12.6 INTRODUCTION OF COLOUR SERVICE: The Army has about 200 trade categories. Of these, 18 categories belong to the General Duties group 157 categories belong to the Skilled group. About 20 categories belong to the Highly Skilled and Technician categories including the

Tradesmen categories. A study of the characteristics of these category groups would indicate the following:

227 12.6.1 GENERAL DUTIES GROUP: A low age profile is essential for high combat effectiveness. A color service period of 7 years would be suitable.

12.6.2 SKILLED GROUP: The skill level of the categories in this group improves with experience. Education standards at recruitment need not be very high ( These are minimum of Class 10 presently).The trade training presently is of comparatively s horter duration. They can be retained in service up to the age of 55. It would be possible to absorb

General Duties group personnel into these categories after they have completed color service engagement in combat units.

12.6.3 POSSIBLEBENEFITSOFREVERT INGBACKTOCOLOUR

SERVICE. Enormous benefits can be foreseen in reverting to the old

system of seven years of Color Service and eight years of Reserve

Service for the soldiers. The main advantages are;

Youthful profile and , hence, better fighting capabilities

Considerable reduction in expenditure on pay and allowances,

thus, releasing money for modernization of Army and improvement

in hygiene factor towards the living facilities provided to the

troops.Much lower pension bill, Improved promotion prospectus;

&Decrease in pressure for family accommodation as well as

education facilities for children, which currently pose major

problems.

228 12.8 REHABILITATION PLANNING OF PBORs BY THE COMMANDING OFFICERS.

12.8.1 Individual training conducted in the units, by way of short

duration cadres, the ultimate aim should be kept in the mind which

is to achieve success in battle. Besides acquiring professional

skills, a soldier should also be imparted training to develop

leadership traits and managerial acumen, corresponding to his rank

and service. With rapid developments in science and technology as

well as in equipment, training should be planned with the future

perspective in view, to enable all to absorb technology and keep

pace with the changing environment and prepare themselves for the

post retirement scenario.

12.8.2 The Commanding Officer of the unit although does a lot of

planning for the Training of the troops but for imparting effective

training, it must be conducted in a centralized manner at brigade or

divisional level, wherever the situation, location and deployment of

the formations and units permit.

12.8.3 For the overall development of their personality, including

leadership, initiative and independence of action must be

encouraged. Building up qualities of leadership is particularly

important for NCOs apart from the empowerment through self-

development which will play a very important role in the resettlement

of the PBORs.

229 12.9 RESTRUCTURINGOFDIRECTORGENERALRESETTLEMENT (DGR)

This is a tri-Service organization, which has proved to be ineffective. One of the main reasons for its ineffectiveness is the bureaucratic control of the Ministry of Defecne (MOD) over it. For it to be effective, it should function independently of the civilian bureaucracy and it has to be strengthened. It should have a full - fledged „ Department of Ex -

Servicemen Affairs ‟ with the Director General having the status and power of a Secretary to the Government of India.

This officer would be equivalent to an Army Commander and the office would be held in rotation by officers from the three Defence Services. A

Minister of state should be MOD to look after this Department. This

Department should have subordinate organizations in State Capitals with a status equivalent to Departments in the State Governments. Therefore, the infrastructure available presently is in terms of the Director General of

Resettlement needs to be restructured. Details of the restructuring have been given at Table – 12.9.1

12.10 LEGISLATION FOR LATERAL ABSORPTION OF PBORs

There is a dire necessity to bring a legislation so as to provide lateral absorption to ex-servicemen in the para military organizations like

BSGG,CRPF,RR,CISF etc. In this manner, a highly trained and devoted manpower will be put for the fruitful purpose and they shall become the pillers for the nation building.

230 12.11 INTRODUCTION OF NATIONAL SERVICE FOR DEFENCE

To impart a full time career to the defence personnel, Nati onal Service for

Defence is a necessity. In addition to the changes to the terms and conditions of service, another option which is likely to ease out the problem is the National Service for Defence. It would also be an effective way of implementing a manning system in the Army comprising of full - life careerists and the balance short tenure military men. Some of the essential features of the scheme suggested for officers and men, include the following:

(i). All entrants to Central and State Police and Para- Military Forces are selected as at present.

(ii). On selection, they serve in the Army for say, five years, and then join their parent service.

(iii). Those selected for other Government jobs, may, on a voluntary basis, render National Service in the Armed Forces for a certain number of years and then retur to their parent services.

(iv). All officers selected for All- India and other Group “A” services render three years on National Service in the Army, Navy or Air Force and then continue their normal careers.

(v). Officers selected for Para- Military Forces render five years of National

Service in the military, before continuing their services in their parent force.

231 12.12 MAKING OFNATIONALRESETTLEMENTACTASPERKP

SINGHDEO ‟ COMMITTEE & ESTABLISHMENT OF EX -SERVICEMEN

COMMISSION.

Some of the salient aspects of this report are narrated below for the possible implementation and a lot can be achieved if adequate will and determination is shown, by the Government as well as by the Army. Lack of will shown by the Government is evident form the fact that no action has been taken even on the recommendations of the high powered Committee of 1984, whose Chairman was Shri K. P. Singh D eo, the then Minister of

State for Defence , in charge of personnel matters of the Defence Services.

The Committee recommended that

(i) The legislative requirements are the need for National ex -

Servicemen Resettlement Act “

(ii) This could be similar act as it exists in US.

(iii) A Parliamentary Committee should oversee the implementation

of various schemes and facilities for ex-Servicemen;

(iv) The establishment of an Ex-Servicemen Commission on the lines of Scheduled Castes and scheduled Tribes Commission . Without

adequate legislation, these problems of ex-Servicemen are not likely to be solved.

232 ANNEXURE Table No. 1

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238 111. Uday Bhaskar, C. , : Guns and Butter, Synergies the Two ― The Times of India, 19 February 2001, . 12.

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247 Table – 3.1

Rank: Name Edn Qualification Date of Birth Date of Joining Army

QUESTIONNAIREFORSELFAPPRAISAL

SER NO QUESTIONS RESPONSE REMARKS (Y / N) 1. Did you join army at your own free will? 2 Did you join the army to serve the nation? (Y / N) rd Did you join the army as 2nd/ 3 generation 3 (Y / N) in Army? Did you join the army due to 4 (Y / N) Unemployment? Did you join the army due to Financial 5 (Y / N) Constraints? Did you join the army due to Domestic 6 (Y / N) conditions? Did you join the army as you were (Y / N) 7 influenced by some Army relative/ friend? Does your unit give well / balanced quality (Y / N) 8. of life i.e. fair share of work, play and rest? Does your unit have all facilities of STD, Entertainment, Hot water facility, Hot meals, (Y / N) 9. Good and Clean Living accommodation etc.? 10 Do you get fair entitlement of your leave? (Y / N) 11 Are you happy with the 6th pay commission? (Y / N) 12 Would you like to continue in the army? (Y / N) 13 Would you prefer pre-mature retirement? (Y / N) 14 Are you looking for a job now? (Y / N) If you leave army today, would you like to go 15 (Y / N) for Service? Would you like to go for setting up a 16 (Y / N) business after leaving Army?

248 When you look back upon the time you have 17 spent in army so far, are you satisfied with (Y / N) the job and work carried out by you? Are you ready to sacrifice your future for 18 (Y / N) your profession? Do you get fair opportunity to improve your 19 (Y / N) qualifications ? Do you get enough opportunities to improve 20 (Y / N) your skills? Do you think that your performance has 21 been Excellent to get you higher (Y / N) promotions? Do you get satisfied with solutions to your 22 (Y / N) problems given by your superiors? Do your superiors think that you are always 23 (Y / N) dependable? In your opinion, the life in Army and the 24 facilities provided are Excellent as (Y / N) compared to Civil organization? Is the training provided to you in the unit 25. (Y / N) adequate? Are the courses done by you are beneficial 26. (Y / N) for your promotions in Army? The courses you do in Army do have 27. recognition at all the places in civil (Y / N) departments.? Do you feel that more opportunities should be provided for doing technical courses 28 (Y / N) having Diploma/Degree recognition out side? Do you think that self employment like 29 (Y / N) Chinese Army should be encouraged? Do you feel that more ex-service men 30 service industries in the form of (Y / N) cooperative societies?

( Source: Own Work)

249 Table No. 4.2 DETAILS OF SAMPLING

Regions Strength for the % of the sample sample Western, Pune 635 32 Southern, Bangaluru 230 11 Eastern, Kolkata 146 7 Northern, Chandigarh / 591 30 Roorkee

South Western, Jodhpur 139 7 Central, Lucknow 269 13

Total = 2000 100 %

( Source: Own Work)

250 Table No. 5.6.1

ORGANISATIONOFINDIANARMY

ARMY HQ TO BRIGADE HQ LEVEL

Headquarters, Indian Army,

251 2

251

3

252 4

253 6 Training Command, Headquartered at Shi l

254 TABLE- 6.1 COMPARISON OF INDIAN ARMY WITH SOME OF THE WORLD ARMIES ARMIES

Sl No PARAMETERS INDIA PAKISTAN UK US

1 No of Personnel Active 12,00,000 7,50,000 6,75,000 4,73,900

Reserve 12,00,000 6,00,000 1.45.500

2 No. of Main Battle Tanks 5,000 4,400 3,000 NK

3 Artillery Support Guns 3,200 3300 NK NK

4 Ballistic & Cruise Missiles 1100 670 500 NK ( All Categories)

5 Aircafts 1500 270 400 ( All Types) NK

6 No of Infantary Regiments 1000 450 400 NK NK=Not Known Source: Comparative data of various Armies)

255 Table 8.8.1 COMPARISON OF ARMY TRADES V/S CIVL TRADES Ser Army Trades Civil Trades Educational

No. (Category wise) (Job requirement wise) Qualification

1. Soldier General Marketing, Executive, Security Matric + Army

Duty Personnel, Bank duty, Body equivalent degree

Guards, Sentries, Office Help

Clerks – General Duties, Store –

Control / Provisioning, Postal,

PA / Steno.

Security Guards, Peons,

Drivers – Heavy / Light /

Recovery Vehicles,

Caretakers – Messes / Guest

Houses.

Store Keepers – Armoured

Vehicles, Ammunition, General

Stores, Clothing, Mechanical

Transport, Signals. 2. Soldier Technical Draughtsman / Surveyor – Trigs, Matric + Army

Field, Auto Components, Topoz equivalent degree

Vehicles.

Junior Engineer – Electrical,

256 Mechanical, Buildings & Roads.

Mechanic – Refrigerator, Motor Vehicles, Heavy Vehicles,

Instruments, Engineering Equipment, Machinist.

Electrician – Engineering

Equipment, Motor Vehicles,

Heavy Vehicles, Aviation Aero

Engine / Avionics.

Helio Worker, Photo Writer,

Welder, Tin & Copper Smith,

Brick Layer, Painter &

Decorator, Limb Maker, Tool

Maker, Armourer, Pattern

Maker.

(ii) Telecommunication Trades

Operator – Cipher, Radio, Line

Equipment, EPABX, Generator,

Line Test Recorder Operator –

Cipher, Radio, Line Equipment,

EPABX, Generator, Line Test

Recorder

257 Mechanic – Telecom,

Electronics Systems, Radio,

Generator, Radar.

3. Soldier Clk/Store Clerks – General Duties, Store – Matric + Army

Keeper Technical Control / Provisioning, Postal, equivalent degree

PA / Steno.

4. Soldier Nursing (iii) Medical Trades Matric + Army

Asst equivalent degree + Assistants – Nursing,

Laboratory, Blood Technical Trade Certificates. Transfusion, X-Ray, Health, Operating Room, Special

Treatment, Psychiatry,

Ambulance, Dental.

Radiographer, Dental Hygienist,

Pharmacist, Laboratory

Technician, Nursing Technical

5. Soldier General

Duty Non-Matric Tailor, Washer man, Safaiwala,

Saddler, Barber, Kennel man.

6. Soldier Carpenter, Blacksmith, Painter, Matric + Army

258 Tradesman Tinsmith. equivalent Trade

course

7. Havildar Education – Teacher, Translator Graduation + B.Ed.

Education Gp X & Interpreter (Foreign Graduation+

Religious teacher Languages), Physical Training Instructor / Drill Instructor. qualifications

8. Religious Teacher, Translator, Employment as Matric with 45%

Teacher Panditji, Granthiji, Maulvi ji or Father Marks, 10+2 pass

in a Church. with Sc, Phy, Chem,

9. JCOs (Catering) Security Officer, Transport Fleet, Math & Eng having

Communications, Estate. 50% marks.

Supervisor – Security, 10+2 pass in Art,

Communications, Workshop, Science, commerce

Hostel, Estate. stream with 50% in aggregate . Store-in-Charge, Fire Fighting Officer, Computer Operator / Must have Eng &

Programmer Maths/Accts in 10th

/1 2th level.

Office–Supdt, Assistant, Clerk, PA, Steno.

259 Table No 10.2 A

CHI SQARE TEST FOR HYPOTHESES REGION & RANK WISE

CHI SQ RANK TEST REGION WISE CHI SQ TEST WISE calculate value at Asymp 5% Sign df Asymp Sig Value df Sig. H 01 H 01 Q.1 Q.1 2 2 4 2.699 5 0.716 4 0.77 2 0.681 8 0.742 5 0.981 8 0.93 2 0.628 9 9 10 2.252 5 0.813 10 0.505 2 0.777 11 2.058 5 0.841 11 0.152 2 0.927 24 8.302 5 0.14 24 1.759 2 0.415 H02 H02 0.3 18.304 5 0.003 0.3 4.877 2 0.087 7 1.129 5 0.952 7 0.229 2 0.892 12 2.376 5 0.795 12 0.225 2 0.894 13 2.842 5 0.724 13 1.328 2 0.515 14 1.718 5 0.887 14 15 19.741 5 0.001 15 1.128 2 0.569 16 18.817 5 0.002 16 1.061 2 0.588 17 5.886 5 0.318 17 0.054 2 0.973 18 2.41 5 0.79 18 0.149 2 0.928 H03 H03 19 0.548 5 0.99 19 0.684 2 0.71 20 0.702 5 0.983 20 0.556 2 0.757 21 1.49 5 0.914 21 3.064 2 0.216 22 1.144 5 0.95 22 0.814 2 0.666 23 1.888 5 0.864 23 0.248 2 0.883 25 4.584 5 0.469 25 0.387 2 0.824 26 3.645 5 0.602 26 1.47 2 0.48 H04 H04 27 1.059 5 0.'958 27 0.092 2 0.955 28 2.123 5 0.832 28 7.837 2 0.025 ~) 29 23.976 5 29 5.862 2 0.053 30 0.405 5 0.995 30 0.054 0.973

260 Table No- 1 0.4A

CHI SQARE TEST FOR OBJECTIVES REGION & RANK WISE CHISQ REGION CHISQ RANK TEST WISE TEST WISE

Calculate Value Asymp Asymp at 5% Sign. df Sig. Value df Sig. OBJ-01 OBJ-01 Q.1 Q.1 2 2 4 2.899 2 0.716 3 4.877 5 0.087 5 2.625 2 0.758 4 0.77 5 0.681 6 1.93 2 0.859 5 0.511 2 0.775 8 0.742 2 0.981 6 0.725 2 0.696 9 7 0.229 2 0.892 8 0.93 2 0.628 OBJ-02 OBJ-02 q11 2.058 2 0.841 11 0.152 2 0.927 17 5.886 2 0.318 17 0.054 2 0.973 18 2.41 2 '0.79 19 0.684 2 0.71 19 0.548 2 0.99 20 0.556 2 0.757 20 0.702 2 0.983 21 3.064 2 0.216 21 1.49 2 0.914 29 5.862 2 0.053 29 23.976 2 0 30 0.054 2 0.973 30 0.405 2 0.995 OBJ-03 OBJ-03 10 2.252 2 0.813 10 0.505 2 0.777 12 2.376 2 0.795 12 0.225 2 0.894 13 2.842 2 0.724 13 1.328 2 0.515 14 1.718 2 0.887 14 3.423 2 0.181 15 19.741 2 0.001 15 1.128 2 0.569 16 18.817 2 0.002 16 1.061 2 0.588 24 8.302 2 0.14 24 1.759 2 0.415 OBJ-04 OBJ-04 25 4.584 0.469 25 0.387 2 0.824 26 3.645 2 0.602 26 1.47 2 0.48 27 1.059 2 0.958 27 0.092 2 0.955 28 2.123 2 0.832 ~28 7.387 2 0.025 29 5.862 2 0.053 2 30 0.054 0.973

261 Table- 1 0.2B ANALYSIS BY REGION Rank Total Below Region JCO Havaldar Havaldar Western Count 294 155 204 653 (Pune/Mu mbai) % within 45.0% 23.7% 31.2% 100.0% Region Southern (Bangalore) Count 9 48 173 230 % within 3.9% 20.9% 75.2% 100.0% Region Eastern (Kolkata) Count 118 12 16 146 % within 80.8% 8.2% 11.0% 100.0% Region Northern Count 26 160 405 591 (Chandigarh/Roorki) % within 4.4% 27.1% 68.5% 100.0% Region North West (Jodhpur) Count 0 52 87 139 % within .0% 37.4% 62.6% 100.0% Region Central (Lucknow) Count 35 42 152 229 % within 15.3% 18.3% 66.4% 100.0% Region Total Count 482 469 1037 1988 % within 24.2% 23.6% 52.2% 100.0% Region

Chi-Square Tests Value df Asymp. Sig. (2-sided) Pearson Chi-Square 685.710(a) 10 .000 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 32.79.

262 Region * Did you join army at your own free will?

Did you join army at your own free will? Total Region Yes Western Count 653 653 (Pune/Mumbai) % within 100.0% 100.0% Region Southern (Bangalore) Count 230 230 % within 100.0% 100.0% Region Eastern (Kolkata) Count 146 146 % within 100.0% 100.0% Region Northern Count 591 591 (Chandigarh/Roorki) % within 100.0% 100.0% Region North West (Jodhpur) Count 139 139 % within 100.0% 100.0% Region Central (Lucknow) Count 229 229 % within 100.0% 100.0% Region Total Count 1988 1988 % within 100.0% 100.0% Region

Chi-Square Tests Value Pearson Chi-Square .(a) N of Valid Cases 1988 a No statistics are computed because Did you join army at your own free will? is a constant.

263 Region * Did you join the army to serve the nation?

Did you join the army to serve Total the nation? Region Yes Western (Pune/Mumbai) Count 653 653 % within 100.0% 100.0% Region Southern (Bangalore) Count 230 230 % within 100.0% 100.0% Region Eastern (Kolkata) Count 146 146 % within 100.0% 100.0% Region Northern Count 591 591 (Chandigarh/Roorki) % within 100.0% 100.0% Region North West (Jodhpur) Count 139 139 % within 100.0% 100.0% Region Central (Lucknow) Count 229 229 % within 100.0% 100.0% Region Total Count 1988 1988 % within 100.0% 100.0% Region Chi-Square Tests Value Pearson Chi-Square .(a) N of Valid Cases 1988 a No statistics are computed because Did you join the army to serve the nation? is a constant.

264 Region * Did you join the army as 2nd! 3rd generation in Army? Did you join the army as 2nd! 3rd generation in Army? Total Yes No Region Western Count 200 453 653 (Pune!Mu mbai) % within 30.6% 69.4% 100.0% Region Southern Count 84 146 230 (Bangalore) % within 36.5% 63.5% 100.0% Region Eastern (Kolkata) Count 56 90 146 % within 38.4% 61.6% 100.0% Region Northern Count 156 435 591 (Chandigarh!Roorki) % within 26.4% 73.6% 100.0% Region North West Count 30 109 139 (Jodhpur) % within 21.6% 78.4% 100.0% Region Central (Lucknow) Count 73 156 229 % within 31.9% 68.1% 100.0% Region Total Count 599 1389 1988 % within 30.1% 69.9% 100.0% Region

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 18.304(a) 5 .003 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 41.88.

265 Region * Did you join the army due to Unemployment? Did you join the army due to Unemployment ? Total Yes No Region Western Count 170 483 653 (Pune/Mu mbai) % within 26.0% 74.0% 100.0% Region Southern (Bangalore) Count 59 171 230 % within 25.7% 74.3% 100.0% Region Eastern (Kolkata) Count 45 101 146 % within 30.8% 69.2% 100.0% Region Northern Count 150 441 591 (Chandigarh/Roorki) % within 25.4% 74.6% 100.0% Region North West (Jodhpur) Count 39 100 139 % within 28.1% 71.9% 100.0% Region Central (Lucknow) Count 54 175 229 % within 23.6% 76.4% 100.0% Region Total Count 517 1471 1988 % within 26.0% 74.0% 100.0% Region

Chi-Square Tests Asymp. Sig. Value df (2-sided) Pearson Chi-Square 2.899(a) 5 .716 N of Valid Cases 1988

a 0 cells (.0%) have expected count less than 5. The minimum expected count is 36.15.

266 Region * Did you join the army due to Financial Constraints?

Did you join the army due to Financial Constraints? Total Yes No Regio Western Count 188 465 653 n (Pune/Mumbai) % within 28.8% 71.2% 100.0% Region Southern Count 65 165 230 (Bangalore) % within 28.3% 71.7% 100.0% Region Eastern (Kolkata) Count 49 97 146 % within 33.6% 66.4% 100.0% Region Northern Count 166 425 591 (Chandigarh/Roorki) % within 28.1% 71.9% 100.0% Region North West Count 43 96 139 (Jodhpur) % within 30.9% 69.1% 100.0% Region Central (Lucknow) Count 61 168 229 % within 26.6% 73.4% 100.0% Region Total Count 572 1416 1988 % within 28.8% 71.2% 100.0% Region

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 2.625(a) 5 .758 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 39.99.

267 Region * Did you join the army due to Domestic conditions? Did you join the army due to Domestic conditions? Total Yes No Regio Western Count 212 441 653 n (Pune/Mumbai) % within 32.5% 67.5% 100.0% Region Southern Count 72 158 230 (Bangalore) % within 31.3% 68.7% 100.0% Region Eastern (Kolkata) Count 53 93 146 % within 36.3% 63.7% 100.0% Region Northern Count 187 404 591 (Chandigarh/Roorki) % within 31.6% 68.4% 100.0% Region North West Count 48 91 139 (Jodhpur) % within 34.5% 65.5% 100.0% Region Central (Lucknow) Count 70 159 229 % within 30.6% 69.4% 100.0% Region Total Count 642 1346 1988 % within 32.3% 67.7% 100.0% Region

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 1.930(a) 5 .859 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 44.89.

268 Region * Did you join the army as you were influenced by some Army relative/ friend? Did you join the army as you were influenced by some Army relative/ friend? Total Yes No Region Western Count 624 29 653 (Pune/Mu mbai) % within 95.6% 4.4% 100.0% Region Southern Count 219 11 230 (Bangalore) % within 95.2% 4.8% 100.0% Region Eastern (Kolkata) Count 140 6 146 % within 95.9% 4.1% 100.0% Region Northern Count 564 27 591 (Chandigarh/Roorki) % within 95.4% 4.6% 100.0% Region North West Count 133 6 139 (Jodhpur) % within 95.7% 4.3% 100.0% Region Central (Lucknow) Count 222 7 229 % within 96.9% 3.1% 100.0% Region Total Count 1902 86 1988 % within 95.7% 4.3% 100.0% Region

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 1.129(a) 5 .952 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 6.01.

269 Region * Does your unit give well / balanced quality of life i.e. fair share of work, play and rest? Does your unit give well / balanced quality of life i.e. fair share of work, play and rest? Total Yes No Region Western (Pune/Mumbai) Count 639 14 653 % within 97.9% 2.1% 100.0% Region Southern (Bangalore) Count 226 4 230 % within 98.3% 1.7% 100.0% Region Eastern (Kolkata) Count 144 2 146 % within 98.6% 1.4% 100.0% Region Northern Count 577 14 591 (Chandigarh/Roorki) % within 97.6% 2.4% 100.0% Region North West (Jodhpur) Count 136 3 139 % within 97.8% 2.2% 100.0% Region Central (Lucknow) Count 224 5 229 % within 97.8% 2.2% 100.0% Region Total Count 1946 42 1988 % within 97.9% 2.1% 100.0% Region

Chi-Square Tests Value df Asymp. Sig. (2-sided) Pearson Chi-Square .742(a) 5 .981 N of Valid Cases 1988 a 4 cells (33.3%) have expected count less than 5. The minimum expected count is 2.94.

270 Region * Does your unit have all facilities of STD, Entertainment, Hot water facility, Hot meals, Good and Clean Living accommodation etc.? Does your unit have all facilities of STD, Entertainment, Hot water facility, Hot meals, Good and Clean Living accommodatio n etc.? Total Yes Regio Western (Pune/Mumbai) Count 653 653 n % within 100.0% 100.0% Region Southern (Bangalore) Count 230 230 % within 100.0% 100.0% Region Eastern (Kolkata) Count 146 146 % within 100.0% 100.0% Region Northern Count 591 591 (Chandigarh/Roorki) % within 100.0% 100.0% Region North West (Jodhpur) Count 139 139 % within 100.0% 100.0% Region Central (Lucknow) Count 229 229 % within 100.0% 100.0% Region Total Count 1988 1988 % within 100.0% 100.0% Region Chi-Square Tests Value

Pearson Chi-Square .(a) N of Valid Cases 1988 a No statistics are computed because Does your unit have all facilities of STD, Entertainment, Hot water facility, Hot meals, Good and Clean Living accommodation etc.? is a constant.

271 Region * Do you get fair entitlement of your leave? Do you get fair entitlement of your leave? Total Yes No Regi Western (Pune/Mumbai) Count 622 31 653 on % within 95.3% 4.7% 100.0% Region Southern (Bangalore) Count 222 8 230 % within 96.5% 3.5% 100.0% Region Eastern (Kolkata) Count 138 8 146 % within 94.5% 5.5% 100.0% Region Northern Count 566 25 591 (Chandigarh/Roorki) % within 95.8% 4.2% 100.0% Region North West (Jodhpur) Count 130 9 139 % within 93.5% 6.5% 100.0% Region Central (Lucknow) Count 218 11 229 % within 95.2% 4.8% 100.0% Region Total Count 1896 92 1988 % within 95.4% 4.6% 100.0% Region Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 2.252(a) 5 .813 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 6.43.

272 Region * Are you happy with the 6th pay commission?

Are you happy with the 6th pay commission? Total Yes No Regi Western Count 636 17 653 on (Pune/Mumbai) % within Region 97.4% 2.6% 100.0% Southern (Bangalore) Count 226 4 230 % within Region 98.3% 1.7% 100.0% Eastern (Kolkata) Count 144 2 146 % within Region 98.6% 1.4% 100.0% Northern Count 575 16 591 (Chandigarh/Roorki) % within Region 97.3% 2.7% 100.0% North West (Jodhpur) Count 137 2 139 % within Region 98.6% 1.4% 100.0% Central (Lucknow) Count 223 6 229 % within Region 97.4% 2.6% 100.0% Total Count 1941 47 1988 % within Region 97.6% 2.4% 100.0%

Chi-Square Tests Value df Asymp. Sig. (2-sided) Pearson Chi-Square 2.058(a) 5 .841 N of Valid Cases 1988 a 2 cells (16.7%) have expected count less than 5. The minimum expected count is 3.29.

273 Region * Would you like to continue in the army? Would you like to continue in the army? Total Yes No Regio Western Count 637 16 653 n (Pune/Mumbai) % within Region 97.5% 2.5% 100.0% Southern Count 227 3 230 (Bangalore) % within Region 98.7% 1.3% 100.0% Eastern (Kolkata) Count 144 2 146 % within Region 98.6% 1.4% 100.0% Northern Count (Chandigarh/Roor 576 15 591 ki) % within Region 97.5% 2.5% 100.0% North West Count 137 2 139 (Jodhpur) % within Region 98.6% 1.4% 100.0% Central (Lucknow) Count 223 6 229 % within Region 97.4% 2.6% 100.0% Total Count 1944 44 1988 % within Region 97.8% 2.2% 100.0% Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 2.376(a) 5 .795 N of Valid Cases 1988 a 2 cells (16.7%) have expected count less than 5. The minimum expected count is 3.08.

274 Region * Would you prefer pre-mature retirement?

Would you prefer pre-mature retirement? Total Yes No Region Western Count 23 630 653 (Pune/Mu mbai) % within 3.5% 96.5% 100.0% Region Southern Count 5 225 230 (Bangalore) % within 2.2% 97.8% 100.0% Region Eastern (Kolkata) Count 6 140 146 % within 4.1% 95.9% 100.0% Region Northern Count (Chandigarh/Roor 18 573 591 ki) % within 3.0% 97.0% 100.0% Region North West Count 7 132 139 (Jodhpur) % within 5.0% 95.0% 100.0% Region Central (Lucknow) Count 9 220 229 % within 3.9% 96.1% 100.0% Region Total Count 68 1920 1988 % within 3.4% 96.6% 100.0% Region

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 2.842(a) 5 .724 N of Valid Cases 1988 a 2 cells (16.7%) have expected count less than 5. The minimum expected count is 4.75.

Region * Are you looking for a job now? 275 Are you looking for a job now? Total Yes No Regio Western Count 19 634 653 n (Pune/Mumbai) % within 2.9% 97.1% 100.0% Region Southern Count 4 226 230 (Bangalore) % within 1.7% 98.3% 100.0% Region Eastern (Kolkata) Count 4 142 146 % within 2.7% 97.3% 100.0% Region Northern Count (Chandigarh/Roor 16 575 591 ki) % within 2.7% 97.3% 100.0% Region North West Count 5 134 139 (Jodhpur) % within 3.6% 96.4% 100.0% Region Central (Lucknow) Count 8 221 229 % within 3.5% 96.5% 100.0% Region Total Count 56 1932 1988 % within 2.8% 97.2% 100.0% Region

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 1.71 8(a) 5 .887 N of Valid Cases 1988 a 2 cells (16.7%) have expected count less than 5. The minimum expected count is 3.92.

276 Region * If you leave army today, would you like to go for Service?

If you leave army today, would you like to go for Service? Total Yes No Regi Western Count 589 64 653 on (Pune/Mumbai) % within 90.2% 9.8% 100.0% Region Southern Count 209 21 230 (Bangalore) % within 90.9% 9.1% 100.0% Region Eastern (Kolkata) Count 141 5 146 % within 96.6% 3.4% 100.0% Region Northern Count (Chandigarh/Roorki 525 66 591 ) % within 88.8% 11.2% 100.0% Region North West Count 136 3 139 (Jodhpur) % within 97.8% 2.2% 100.0% Region Central (Lucknow) Count 200 29 229 % within 87.3% 12.7% 100.0% Region Total Count 1800 188 1988 % within 90.5% 9.5% 100.0% Region

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 19.741(a) 5 .001 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 13.14.

277 Region * Would you like to go for setting up a business after leaving Army?

Would you like to go for setting up a business after leaving Army? Total Yes No Regio Western Count 63 590 653 n (Pune/Mumbai) % within 9.6% 90.4% 100.0% Region Southern (Bangalore) Count 21 209 230 % within 9.1% 90.9% 100.0% Region Eastern (Kolkata) Count 5 141 146 % within 3.4% 96.6% 100.0% Region Northern Count 65 526 591 (Chandigarh/Roorki) % within 11.0% 89.0% 100.0% Region North West (Jodhpur) Count 3 136 139 % within 2.2% 97.8% 100.0% Region Central (Lucknow) Count 28 201 229 % within 12.2% 87.8% 100.0% Region Total Count 185 1803 1988 % within 9.3% 90.7% 100.0% Region

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 18.81 7(a) 5 .002 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 12.94.

278 Region * When you look back upon the time you have spent in army so far, are you satisfied with the job and work carried out by you? When you look back upon the time you have spent in army so far, are you satisfied with the job and work carried out by you? Total Yes No Regi Western Count 640 13 653 on (Pune/Mumbai) % within 98.0% 2.0% 100.0% Region Southern Count 228 2 230 (Bangalore) % within 99.1% .9% 100.0% Region Eastern (Kolkata) Count 145 1 146 % within 99.3% .7% 100.0% Region Northern Count 578 13 591 (Chandigarh/Roorki) % within 97.8% 2.2% 100.0% Region North West Count 139 0 139 (Jodhpur) % within 100.0% .0% 100.0% Region Central (Lucknow) Count 226 3 229 % within 98.7% 1.3% 100.0% Region Total Count 1956 32 1988 % within 98.4% 1.6% 100.0% Region

Chi-Square Tests Value df Asymp. Sig. (2-sided) Pearson Chi-Square 5.886(a) 5 .318 N of Valid Cases 1988 a 4 cells (33.3%) have expected count less than 5. The minimum expected count is 2.24.

279 Region * Are you ready to sacrifice your future for your profession?

Are you ready to sacrifice your future for your profession? Total Yes No Regio Western Count 648 5 653 n (Pune/Mumbai) % within Region 99.2% .8% 100.0% Southern Count 228 2 230 (Bangalore) % within Region 99.1% .9% 100.0% Eastern (Kolkata) Count 146 0 146 % within Region 100.0% .0% 100.0% Northern Count (Chandigarh/Roor 586 5 591 ki) % within Region 99.2% .8% 100.0% North West Count 139 0 139 (Jodhpur) % within Region 100.0% .0% 100.0% Central (Lucknow) Count 227 2 229 % within Region 99.1% .9% 100.0% Total Count 1974 14 1988 % within Region 99.3% .7% 100.0%

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 2.41 0(a) 5 .790 N of Valid Cases 1988 a 6 cells (50.0%) have expected count less than 5. The minimum expected count is .98.

280 Region * Do you get fair opportunity to improve your qualifications ?

Do you get fair opportunity to improve your qualifications? Total Yes No Regio Western Count 647 6 653 n (Pune/Mumbai) % within Region 99.1% .9% 100.0% Southern Count 228 2 230 (Bangalore) % within Region 99.1% .9% 100.0% Eastern (Kolkata) Count 145 1 146 % within Region 99.3% .7% 100.0% Northern Count (Chandigarh/Roor 585 6 591 ki) % within Region 99.0% 1.0% 100.0% North West Count 138 1 139 (Jodhpur) % within Region 99.3% .7% 100.0% Central (Lucknow) Count 226 3 229 % within Region 98.7% 1.3% 100.0% Total Count 1969 19 1988 % within Region 99.0% 1.0% 100.0%

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square .548(a) 5 .990 N of Valid Cases 1988 a 4 cells (33.3%) have expected count less than 5. The minimum expected count is 1.33.

281 Region * Do you get enough opportunities to improve your skills?

Do you get enough opportunities to improve your skills? Total Yes No Regi Western Count 648 5 653 on (Pune/Mumbai) % within Region 99.2% .8% 100.0% Southern Count 228 2 230 (Bangalore) % within Region 99.1% .9% 100.0% Eastern (Kolkata) Count 145 1 146 % within Region 99.3% .7% 100.0% Northern Count (Chandigarh/Roorki 586 5 591 ) % within Region 99.2% .8% 100.0% North West Count 138 1 139 (Jodhpur) % within Region 99.3% .7% 100.0% Central (Lucknow) Count 226 3 229 % within Region 98.7% 1.3% 100.0% Total Count 1971 17 1988 % within Region 99.1% .9% 100.0% Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square .702(a) 5 .983 N of Valid Cases 1988 a 4 cells (33.3%) have expected count less than 5. The minimum expected count is 1.19.

282 Region * Do you think that your performance has been Excellent to get you higher promotions? Do you think that your performance has been Excellent to get you higher promotions? Total Yes No Regi Western Count 643 10 653 on (Pune/Mumbai) % within Region 98.5% 1.5% 100.0% Southern Count 227 3 230 (Bangalore) % within Region 98.7% 1.3% 100.0% Eastern (Kolkata) Count 145 1 146 % within Region 99.3% .7% 100.0% Northern Count (Chandigarh/Roorki 581 10 591 ) % within Region 98.3% 1.7% 100.0% North West Count 137 2 139 (Jodhpur) % within Region 98.6% 1.4% 100.0% Central (Lucknow) Count 224 5 229 % within Region 97.8% 2.2% 100.0% Total Count 1957 31 1988 % within Region 98.4% 1.6% 100.0% Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 1.490(a) 5 .914 N of Valid Cases 1988 a 4 cells (33.3%) have expected count less than 5. The minimum expected count is 2.17.

283 Region * Do you get satisfied with solutions to your problems given by your superiors? Do you get satisfied with solutions to your problems given by your superiors? Total Yes No Regio Western Count 592 61 653 n (Pune/Mumbai) % within Region 90.7% 9.3% 100.0% Southern (Bangalore) Count 207 23 230 % within Region 90.0% 10.0% 100.0% Eastern (Kolkata) Count 135 11 146 % within Region 92.5% 7.5% 100.0% Northern Count 537 54 591 (Chandigarh/Roorki) % within Region 90.9% 9.1% 100.0% North West (Jodhpur) Count 127 12 139 % within Region 91.4% 8.6% 100.0% Central (Lucknow) Count 205 24 229 % within Region 89.5% 10.5% 100.0% Total Count 1803 185 1988 % within Region 90.7% 9.3% 100.0%

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 1.144(a) 5 .950 Likelihood Ratio 1.164 5 .948 Linear-by-Linear .019 1 .890 Association N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 12.94.

284 Region * Do your superiors think that you are always dependable? Do your superiors think that you are always dependable? Total Yes No Regio Western Count 602 51 653 n (Pune/Mumbai) % within Region 92.2% 7.8% 100.0% Southern Count 210 20 230 (Bangalore) % within Region 91.3% 8.7% 100.0% Eastern (Kolkata) Count 134 12 146 % within Region 91.8% 8.2% 100.0% Northern Count (Chandigarh/Roor 543 48 591 ki) % within Region 91.9% 8.1% 100.0% North West Count 129 10 139 (Jodhpur) % within Region 92.8% 7.2% 100.0% Central (Lucknow) Count 216 13 229 % within Region 94.3% 5.7% 100.0% Total Count 1834 154 1988 % within Region 92.3% 7.7% 100.0%

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 1.888(a) 5 .864 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 10.77.

285 Region * In your opinion, the life in Army and the facilities provided are Excellent as compared to Civil organization? In your opinion, the life in Army and the facilities provided are Excellent as compared to Civil organization? Total Yes No Regi Western Count 594 59 653 on (Pune/Mumbai) % within Region 91.0% 9.0% 100.0% Southern Count 214 16 230 (Bangalore) % within Region 93.0% 7.0% 100.0% Eastern (Kolkata) Count 140 6 146 % within Region 95.9% 4.1% 100.0% Northern Count (Chandigarh/Roorki 532 59 591 ) % within Region 90.0% 10.0% 100.0% North West Count 130 9 139 (Jodhpur) % within Region 93.5% 6.5% 100.0% Central (Lucknow) Count 204 25 229 % within Region 89.1% 10.9% 100.0% Total Count 1814 174 1988 % within Region 91.2% 8.8% 100.0%

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 8.302(a) 5 .140 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 12.17.

286 Region * Is the training provided to you in the unit adequate? Is the training provided to you in the unit adequate? Total Yes No Regio Western Count 604 49 653 n (Pune/Mumbai) % within Region 92.5% 7.5% 100.0% Southern Count 214 16 230 (Bangalore) % within Region 93.0% 7.0% 100.0% Eastern (Kolkata) Count 140 6 146 % within Region 95.9% 4.1% 100.0% Northern Count (Chandigarh/Roor 542 49 591 ki) % within Region 91.7% 8.3% 100.0% North West Count 131 8 139 (Jodhpur) % within Region 94.2% 5.8% 100.0% Central (Lucknow) Count 208 21 229 % within Region 90.8% 9.2% 100.0% Total Count 1839 149 1988 % within Region 92.5% 7.5% 100.0%

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 4.584(a) 5 .469 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 10.42.

287 Region * Are the courses done by you are beneficial for your promotions in Army? Are the courses done by you are beneficial for your promotions in Army? Total Yes No Regi Western Count 77 576 653 on (Pune/Mumbai) % within Region 11.8% 88.2% 100.0% Southern (Bangalore) Count 26 204 230 % within Region 11.3% 88.7% 100.0% Eastern (Kolkata) Count 13 133 146 % within Region 8.9% 91.1% 100.0% Northern Count 75 516 591 (Chandigarh/Roorki) % within Region 12.7% 87.3% 100.0% North West (Jodhpur) Count 15 124 139 % within Region 10.8% 89.2% 100.0% Central (Lucknow) Count 34 195 229 % within Region 14.8% 85.2% 100.0% Total Count 240 1748 1988 % within Region 12.1% 87.9% 100.0%

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 3.645(a) 5 .602 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 16.78.

288 Region * The courses you do in Army do have recognition at all the places in civil departments.? The courses you do in Army do have recognition at all the places in civil departments.? Total Yes No Regi Western Count 17 636 653 on (Pune/Mumbai) % within Region 2.6% 97.4% 100.0% Southern Count 4 226 230 (Bangalore) % within Region 1.7% 98.3% 100.0% Eastern (Kolkata) Count 3 143 146 % within Region 2.1% 97.9% 100.0% Northern Count (Chandigarh/Roorki 15 576 591 ) % within Region 2.5% 97.5% 100.0% North West Count 3 136 139 (Jodhpur) % within Region 2.2% 97.8% 100.0% Central (Lucknow) Count 7 222 229 % within Region 3.1% 96.9% 100.0% Total Count 49 1939 1988 % within Region 2.5% 97.5% 100.0%

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 1.059(a) 5 .958 N of Valid Cases 1988 a 2 cells (16.7%) have expected count less than 5. The minimum expected count is 3.43.

289 Region * Do you feel that more opportunities should be provided for doing technical courses having Diploma/Degree recognition out side? Do you feel that more opportunities should be provided for doing technical courses having Diploma/Degree recognition out side? Total Yes No Regi Western Count 633 20 653 on (Pune/Mumbai) % within Region 96.9% 3.1% 100.0 % Southern Count 221 9 230 (Bangalore) % within Region 100.0 96.1% 3.9% % Eastern (Kolkata) Count 142 4 146 % within Region 97.3% 2.7% 100.0 % Northern Count 572 19 591 (Chandigarh/Roorki) % within Region 96.8% 3.2% 100.0 % North West Count 134 5 139 (Jodhpur) % within Region 100.0 96.4% 3.6% % Central (Lucknow) Count 225 4 229 % within Region 98.3% 1.7% 100.0 % Total Count 1927 61 1988 % within Region 96.9% 3.1% 100.0 % Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 2.123(a) 5 .832 N of Valid Cases 1988 a 2 cells (16.7%) have expected count less than 5. The minimum expected count is 4.27.

290 Region * Do you think that self employment like Chinese Army should be encouraged? Do you think that self employment like Chinese Army should be encouraged? Total Yes No Regio Western Count 581 72 653 n (Pune/Mumbai) % within Region 89.0% 11.0% 100.0% Southern (Bangalore) Count 204 26 230 % within Region 88.7% 11.3% 100.0% Eastern (Kolkata) Count 143 3 146 % within Region 97.9% 2.1% 100.0% Northern Count 518 73 591 (Chandigarh/Roorki) % within Region 87.6% 12.4% 100.0% North West (Jodhpur) Count 134 5 139 % within Region 96.4% 3.6% 100.0% Central (Lucknow) Count 196 33 229 % within Region 85.6% 14.4% 100.0% Total Count 1776 212 1988 % within Region 89.3% 10.7% 100.0% Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 23.976(a) 5 .000 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 14.82.

291 Region * Do you feel that more ex-service men service industries in the form of cooperative societies? Do you feel that more ex-service men service industries in the form of cooperative societies? Total Yes No Regio Western Count n (Pune/Mumb 644 9 653 ai) % within Region 98.6% 1.4% 100.0% Southern Count 227 3 230 (Bangalore) % within Region 98.7% 1.3% 100.0% Eastern Count 144 2 146 (Kol kata) % within Region 98.6% 1.4% 100.0% Northern Count (Chandigarh 584 7 591 /Roorki) % within Region 98.8% 1.2% 100.0% North West Count 137 2 139 (Jodhpur) % within Region 98.6% 1.4% 100.0% Central Count 225 4 229 (Lucknow) % within Region 98.3% 1.7% 100.0% Total Count 1961 27 1988

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square .405(a) 5 .995 N of Valid Cases 1988 a 4 cells (33.3%) have expected count less than 5. The minimum expected count is 1.89.

292 Table No. – 10.3

ANALYSIS BY RANK

Did you join army at your own free will? * Rank Rank Total Below Havald Havalda JCO ar r Did you join Yes Count army at your 482 469 1037 1988 own free will? % within 100.0% 100.0% 100.0% 100.0% Rank Total Count 482 469 1037 1988 % within 100.0% 100.0% 100.0% 100.0% Rank

Chi-Square Tests

Value

Pearson Chi-Square .(a) N of Valid Cases 1988 a No statistics are computed because Did you join army at your own free will? is a constant.

293 Did you join the army to serve the nation? * Rank Rank Total Below Havald Havalda JCO ar r Did you join the Yes Count army to serve 482 469 1037 1988 the nation? % within Rank 100.0% 100.0% 100.0% 100.0% Total Count 482 469 1037 1988 % within Rank 100.0% 100.0% 100.0% 100.0% Chi-Square Tests Value Pearson Chi-Square .(a) N of Valid Cases 1988 a No statistics are computed because Did you join the army to serve the nation? is a constant.

294 Did you join the army as 2nd/ 3rd generation in Army? * Rank Rank Total Below JCO Havaldar Havaldar Did you join the Yes Count army as 2nd/ 164 131 304 599 3rd generation in Army? % within Rank 34.0% 27.9% 29.3% 30.1% No Count 318 338 733 1389 % within Rank 66.0% 72.1% 70.7% 69.9% Total Count 482 469 1037 1988 % within Rank 100.0% 100.0% 100.0% 100.0%

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 4.877(a) 2 .087 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 141.31.

295 Did you join the army due to Unemployment? * Rank

Rank Total Below Havald Havalda JCO ar r Did you join the Yes Count army due to 118 124 275 517 Unemployment? % within Rank 24.5% 26.4% 26.5% 26.0% No Count 364 345 762 1471 % within Rank 75.5% 73.6% 73.5% 74.0% Total Count 482 469 1037 1988 % within Rank 100.0% 100.0% 100.0% 100.0%

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square .770(a) 2 .681 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 121.97

296 Did you join the army due to Financial Constraints? * Rank Rank Total Below Havald Havalda JCO ar r Did you join the Yes Count army due to 133 139 300 572 Financial Constraints? % within Rank 27.6% 29.6% 28.9% 28.8% No Count 349 330 737 1416 % within Rank 72.4% 70.4% 71.1% 71.2% Total Count 482 469 1037 1988 % within Rank 100.0% 100.0% 100.0% 100.0%

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square .511(a) 2 .775 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 134.94.

297 Did you join the army due to Domestic conditions? * Rank Rank Total Below Havald Havalda JCO ar r Did you join the Yes Count army due to 149 157 336 642 Domestic conditions? % within Rank 30.9% 33.5% 32.4% 32.3% No Count 333 312 701 1346 % within Rank 69.1% 66.5% 67.6% 67.7% Total Count 482 469 1037 1988 % within Rank 100.0% 100.0% 100.0% 100.0%

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square .725(a) 2 .696 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 151.46.

298 Did you join the army as you were influenced by some Army relative/ friend? * Rank

Rank Total Below JCO Havaldar Havaldar Did you join the Yes Count army as you were influenced 462 450 990 1902 by some Army relative/ friend? % within Rank 95.9% 95.9% 95.5% 95.7% No Count 20 19 47 86 % within Rank 4.1% 4.1% 4.5% 4.3% Total Count 482 469 1037 1988 % within Rank 100.0% 100.0% 100.0% 100.0%

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square .229(a) 2 .892 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 20.29.

299 Does your unit give well / balanced quality of life i.e. fair share of work, play and rest? * Rank Rank Total Below JCO Havaldar Havaldar Does your unit Yes Count give well / balanced quality 474 457 1015 1946 of life i.e. fair share of work, play and rest? % within 98.3% 97.4% 97.9% 97.9% Rank No Count 8 12 22 42 % within 1.7% 2.6% 2.1% 2.1% Rank Total Count 482 469 1037 1988 % within 100.0% 100.0% 100.0% 100.0% Rank

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square .930(a) 2 .628 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 9.91.

300 Does your unit have all facilities of STD, Entertainment, Hot water facility, Hot meals, Good and Clean Living accom modation etc.? * Rank

Rank Total Havalda Below JCO r Havaldar Does your unit have Yes Count all facilities of STD, Entertainment, Hot water facility, Hot meals, Good and 482 469 1037 1988 Clean Living accommodation etc.? % within Rank 100.0% 100.0% 100.0% 100.0% Total Count 482 469 1037 1988 % within 100.0% 100.0% 100.0% 100.0% Rank

Chi-Square Tests

Value Pearson Chi-Square .(a) N of Valid Cases 1988 a No statistics are computed because Does your unit have all facilities of STD, Entertainment, Hot water facility, Hot meals, Good and Clean Living accommodation etc.? is a constant.

301 Do you get fair entitlement of your leave? * Rank Rank Total Below Havald Havalda JCO ar r Do you get fair Yes Count entitlement of your 462 445 989 1896 leave? % within Rank 95.9% 94.9% 95.4% 95.4% No Count 20 24 48 92 % within Rank 4.1% 5.1% 4.6% 4.6% Total Count 482 469 1037 1988 % within Rank 100.0% 100.0% 100.0% 100.0%

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square .505(a) 2 .777 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 21.70.

302 Are you happy with the 6th pay commission? * Rank

Rank Total Below JCO Havaldar Havaldar Are you happy Yes Count with the 6th pay 470 459 1012 1941 commission? % within 97.5% 97.9% 97.6% 97.6% Rank No Count 12 10 25 47 % within 2.5% 2.1% 2.4% 2.4% Rank Total Count 482 469 1037 1988 % within 100.0% 100.0% 100.0% 100.0% Rank Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square .152(a) 2 .927 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 11.09.

303 Would you like to continue in the army? * Rank Rank Total Below JCO Havaldar Havaldar Would you Yes Count like to continue 470 459 1015 1944 in the army? % within 97.5% 97.9% 97.9% 97.8% Rank No Count 12 10 22 44 % within 2.5% 2.1% 2.1% 2.2% Rank Total Count 482 469 1037 1988 % within 100.0% 100.0% 100.0% 100.0% Rank

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square .225(a) 2 .894 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 10.38.

304 Would you prefer pre-mature retirement? * Rank Rank Total Below JCO Havaldar Havaldar Would you prefer Yes Count pre-mature 15 20 33 68 retirement? % within 3.1% 4.3% 3.2% 3.4% Rank No Count 467 449 1004 1920 % within 96.9% 95.7% 96.8% 96.6% Rank Total Count 482 469 1037 1988 % within 100.0% 100.0% 100.0% 100.0% Rank

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 1.328(a) 2 .515 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 16.04.

305 Are you looking for a job now? * Rank

Rank Total Below JCO Havaldar Havaldar Are you Yes Count looking for a 12 19 25 56 job now? % within Rank 2.5% 4.1% 2.4% 2.8% No Count 470 450 1012 1932 % within Rank 97.5% 95.9% 97.6% 97.2% Total Count 482 469 1037 1988 % within Rank 100.0% 100.0% 100.0% 100.0%

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 3.423(a) 2 .181 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 13.21.

306 If you leave army today, would you like to go for Service? * Rank

Rank Total Below JCO Havaldar Havaldar If you leave Yes Count army today, would you like 442 421 937 1800 to go for Service? % within Rank 91.7% 89.8% 90.4% 90.5% No Count 40 48 100 188 % within Rank 8.3% 10.2% 9.6% 9.5% Total Count 482 469 1037 1988 % within Rank 100.0% 100.0% 100.0% 100.0% Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 1.128(a) 2 .569 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 44.35.

307 Would you like to go for setting up a business after leaving Army? * Rank

Rank Total Below JCO Havaldar Havaldar Would you like to Yes Count go for setting up 40 48 97 185 a business after leaving Army? % within 8.3% 10.2% 9.4% 9.3% Rank No Count 442 421 940 1803 % within 91.7% 89.8% 90.6% 90.7% Rank Total Count 482 469 1037 1988 % within 100.0% 100.0% 100.0% 100.0% Rank Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 1.061 (a) 2 .588 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 43.64.

308 When you look back upon the time you have spent in army so far, are you satisfied with the job and work carried out by you? * Rank

Rank Total Below JCO Havaldar Havaldar When you look Yes Count back upon the time you have spent in army so far, are you 474 462 1020 1956 satisfied with the job and work carried out by you? % within 98.3% 98.5% 98.4% 98.4% Rank No Count 8 7 17 32 % within 1.7% 1.5% 1.6% 1.6% Rank Total Count 482 469 1037 1988 % within 100.0% 100.0% 100.0% 100.0% Rank

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square .054(a) 2 .973 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 7.55.

309 Are you ready to sacrifice your future for your profession? * Rank

Rank Total Below JCO Havaldar Havaldar Are you ready to Yes Count sacrifice your 478 466 1030 1974 future for your profession? % within Rank 99.2% 99.4% 99.3% 99.3% No Count 4 3 7 14 % within Rank .8% .6% .7% .7% Total Count 482 469 1037 1988 % within Rank 100.0% 100.0% 100.0% 100.0%

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square .149(a) 2 .928 N of Valid Cases 1988 a 2 cells (33.3%) have expected count less than 5. The minimum expected count is 3.30.

310 Do you get fair opportunity to improve your qualifications? * Rank

Rank Total Below JCO Havaldar Havaldar Do you get fair Yes Count opportunity to 478 463 1028 1969 improve your qualifications? % within 99.2% 98.7% 99.1% 99.0% Rank No Count 4 6 9 19 % within .8% 1.3% .9% 1.0% Rank Total Count 482 469 1037 1988 % within 100.0% 100.0% 100.0% 100.0% Rank

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square .684(a) 2 .710 N of Valid Cases 1988 a 2 cells (33.3%) have expected count less than 5. The minimum expected count is 4.48.

311 Do you get enough opportunities to improve your skills? * Rank

Rank Total Below JCO Havaldar Havaldar Do you get Yes Count enough opportunities to 479 464 1028 1971 improve your skills? % within Rank 99.4% 98.9% 99.1% 99.1% No Count 3 5 9 17 % within Rank .6% 1.1% .9% .9% Total Count 482 469 1037 1988 % within Rank 100.0% 100.0% 100.0% 100.0%

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square .556(a) 2 .757 N of Valid Cases 1988 a 2 cells (33.3%) have expected count less than 5. The minimum expected count is 4.01.

312 Do you think that your performance has been Excellent to get you higher promotions? * Rank

Rank Total Havalda Below JCO r Havaldar Do you think that Yes Count your performance has 477 464 1016 1957 been Excellent to get you higher promotions? % within 99.0% 98.9% 98.0% 98.4% Rank No Count 5 5 21 31 % within 1.0% 1.1% 2.0% 1.6% Rank Total Count 482 469 1037 1988 % within 100.0% 100.0% 100.0% 100.0% Rank

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 3.064(a) 2 .216 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 7.31.

313 Do you get satisfied with solutions to your problems given by your superiors? * Rank Rank Total Havalda Below JCO r Havaldar Do you get Yes Count satisfied with solutions to 434 430 939 1803 your problems given by your superiors? % within Rank 90.0% 91.7% 90.5% 90.7% No Count 48 39 98 185 % within Rank 10.0% 8.3% 9.5% 9.3% Total Count 482 469 1037 1988 % within Rank 100.0% 100.0% 100.0% 100.0%

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square .814(a) 2 .666 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 43.64.

314 Do your superiors think that you are always dependable? * Rank

Rank Total Below Havald Havalda JCO ar r Do your superiors Ye Count think that you are s 443 435 956 1834 always dependable? % within Rank 91.9% 92.8% 92.2% 92.3% No Count 39 34 81 154 % within Rank 8.1% 7.2% 7.8% 7.7% Total Count 482 469 1037 1988 % within Rank 100.0% 100.0% 100.0% 100.0%

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square .248(a) 2 .883 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 36.33.

315 In your opinion, the life in Army and the facilities provided are Excellent as compared to Civil organization? * Rank

Rank Total Havalda Below JCO r Havaldar In your opinion, Yes Count the life in Army and the facilities provided are 438 422 954 1814 Excellent as compared to Civil organization? % within 90.9% 90.0% 92.0% 91.2% Rank No Count 44 47 83 174 % within 9.1% 10.0% 8.0% 8.8% Rank Total Count 482 469 1037 1988 % within 100.0% 100.0% 100.0% 100.0% Rank

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 1.759(a) 2 .415 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 41.05.

316 Is the training provided to you in the unit adequate? * Rank

Rank Total Below Havald Havalda JCO ar r Is the training Yes Count provided to you in 449 433 957 1839 the unit adequate? % within Rank 93.2% 92.3% 92.3% 92.5% No Count 33 36 80 149 % within Rank 6.8% 7.7% 7.7% 7.5% Total Count 482 469 1037 1988 % within Rank 100.0% 100.0% 100.0% 100.0%

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square .387(a) 2 .824 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 35.15.

317 Are the courses done by you are beneficial for your promotions in Army? * Rank Rank Total Below Havald Havalda JCO ar r Are the courses Yes Count done by you are beneficial for your 57 64 119 240 promotions in Army? % within Rank 11.8% 13.6% 11.5% 12.1% No Count 425 405 918 1748 % within Rank 88.2% 86.4% 88.5% 87.9% Total Count 482 469 1037 1988 % within Rank 100.0% 100.0% 100.0% 100.0% Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 1.470(a) 2 .480 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 56.62.

318 The courses you do in Army do have recognition at all the places in civil departments? * Rank Rank Total Below Havald Havalda JCO ar r The courses you do Ye Count in Army do have s recognition at all 11 12 26 49 the places in civil departments? % within Rank 2.3% 2.6% 2.5% 2.5% No Count 471 457 1011 1939 % within Rank 97.7% 97.4% 97.5% 97.5% Total Count 482 469 1037 1988 % within Rank 100.0% 100.0% 100.0% 100.0% Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square .092(a) 2 .955 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 11.56.

319 Do you feel that more opportunities should be provided for doing technical courses having Diploma/Degree recognition out side? * Rank

Rank Total Below JCO Havaldar Havaldar Do you feel that Yes Count more opportunities should be provided for doing 472 446 1009 1927 technical courses having Diploma/Degree recognition out side? % within Rank 97.9% 95.1% 97.3% 96.9% No Count 10 23 28 61 % within Rank 2.1% 4.9% 2.7% 3.1% Total Count 482 469 1037 1988 % within Rank 100.0% 100.0% 100.0% 100.0% Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 7.387(a) 2 .025 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 14.39.

320 Do you think that self employment like Chinese Army should be encouraged? * Rank

Rank Total Below Havald Havalda JCO ar r Do you think that Yes Count self employment like Chinese 433 405 938 1776 Army should be encouraged? % within 89.8% 86.4% 90.5% 89.3% Rank No Count 49 64 99 212 % within 10.2% 13.6% 9.5% 10.7% Rank Total Count 482 469 1037 1988 % within 100.0% 100.0% 100.0% 100.0% Rank

Chi-Square Tests Asymp. Sig. (2- Value df sided) Pearson Chi-Square 5.862(a) 2 .053 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 50.01.

321 Do you feel that more ex-service men service industries in the form of cooperative societies? * Rank

Rank Total Below JCO Havaldar Havaldar Do you feel Yes Count that more ex- service men service 475 463 1023 1961 industries in the form of cooperative societies? % within Rank 98.5% 98.7% 98.6% 98.6% No Count 7 6 14 27 % within Rank 1.5% 1.3% 1.4% 1.4% Total Count 482 469 1037 1988 % within Rank 100.0 100.0% 100.0% 100.0% %

Chi-Square Tests Asymp. Sig. Value df (2-sided) Pearson Chi-Square .054(a) 2 .973 N of Valid Cases 1988 a 0 cells (.0%) have expected count less than 5. The minimum expected count is 6.37.

322 (Source : Own Work)

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